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    Work engagement interventions can be effective: a systematic review

    76695.pdf (854.1Kb)
    Access Status
    Open access
    Authors
    Knight, Caroline
    Patterson, M.
    Dawson, J.
    Date
    2019
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Knight, C. and Patterson, M. and Dawson, J. 2019. Work engagement interventions can be effective: a systematic review. European Journal of Work and Organizational Psychology. 28 (3): pp. 348-372.
    Source Title
    European Journal of Work and Organizational Psychology
    DOI
    10.1080/1359432X.2019.1588887
    ISSN
    1359-432X
    Faculty
    Faculty of Business and Law
    School
    Future of Work Institute
    Remarks

    This is an Accepted Manuscript of an article published by Taylor & Francis in European Journal of Work and Organizational Psychology on 06/04/2019 available online at http://www.tandfonline.com/10.1080/1359432X.2019.1588887

    URI
    http://hdl.handle.net/20.500.11937/76394
    Collection
    • Curtin Research Publications
    Abstract

    © 2019, © 2019 Informa UK Limited, trading as Taylor & Francis Group. Work engagement is associated with important individual and organisational outcomes (e.g. employee health and well-being, performance). This narrative systematic review aims to synthesise the increasing number of work engagement interventions and inform future research by exploring: (1) the specific intervention foci, delivery methods and content of engagement interventions; (2) intervention effectiveness; and (3) underlying mediators and moderators. A systematic search for interventions employing a validated engagement measure revealed 40 studies. Five were personal resource building, twelve job resource building, three leadership training, eighteen health promotion, and two job and personal resource building. Twenty (50%) studies observed significant positive effects on work engagement, two (5%) had a negative effect, and eighteen (45%) had no effect. Job and personal resources, job demands and well-being were important mediators. Moderators included the specific intervention focus and delivery method, employee participation, manager support, and intervention level (top-down vs bottom-up). Bottom-up interventions, and job crafting and mindfulness interventions particularly, were most successful. Implementation difficulties were common, including poor response and attrition rates, and adverse factors (e.g. organisational restructuring, redundancy, economic downturn). We highlight implications for research and practice and stress the need to test underlying theories to build knowledge around how, why, and when interventions work.

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