The Relationship Between Work Engagement and Performance: A Review of Empirical Literature and a Proposed Research Agenda

Woocheol Kim, Judith Ann Kolb, Taesung Kim

Research output: Contribution to journalReview article

49 Citations (Scopus)

Abstract

Engagement has been defined in a variety of ways. Engagement in the workplace generally is viewed as a positive, fulfilling, affective-motivational state of work-related well-being. Due to its structural relationship between antecedents (e.g., job resources and personal resources) and consequences (e.g., performance and turnover intention), work engagement has been receiving considerable attention from both scholars and practitioners in the fields of human resource development (HRD), organization development (OD), psychology, and business. In spite of this popularity, there is a scarcity of empirical research on work engagement in the academic literature. The relationship between work engagement and performance, in particular, is deserving of attention given our field's focus on performance improvement. In this article, we review and analyze relevant research and then propose a research agenda to guide future research on this topic. Conclusions and implications for HRD and OD are discussed.

Original languageEnglish (US)
Pages (from-to)248-276
Number of pages29
JournalHuman Resource Development Review
Volume12
Issue number3
DOIs
StatePublished - Sep 1 2013

Fingerprint

Work performance
Work engagement
Research agenda
Organization development
Human resource development
Work place
Scarcity
Psychology
Job resources
Empirical research
Turnover intention
Performance improvement
Well-being
Resources

All Science Journal Classification (ASJC) codes

  • Organizational Behavior and Human Resource Management

Cite this

@article{1798bb36a05a4dcc9d97f7265d998d57,
title = "The Relationship Between Work Engagement and Performance: A Review of Empirical Literature and a Proposed Research Agenda",
abstract = "Engagement has been defined in a variety of ways. Engagement in the workplace generally is viewed as a positive, fulfilling, affective-motivational state of work-related well-being. Due to its structural relationship between antecedents (e.g., job resources and personal resources) and consequences (e.g., performance and turnover intention), work engagement has been receiving considerable attention from both scholars and practitioners in the fields of human resource development (HRD), organization development (OD), psychology, and business. In spite of this popularity, there is a scarcity of empirical research on work engagement in the academic literature. The relationship between work engagement and performance, in particular, is deserving of attention given our field's focus on performance improvement. In this article, we review and analyze relevant research and then propose a research agenda to guide future research on this topic. Conclusions and implications for HRD and OD are discussed.",
author = "Woocheol Kim and Kolb, {Judith Ann} and Taesung Kim",
year = "2013",
month = "9",
day = "1",
doi = "10.1177/1534484312461635",
language = "English (US)",
volume = "12",
pages = "248--276",
journal = "Human Resource Development Review",
issn = "1552-6712",
publisher = "SAGE Publications Inc.",
number = "3",

}

The Relationship Between Work Engagement and Performance : A Review of Empirical Literature and a Proposed Research Agenda. / Kim, Woocheol; Kolb, Judith Ann; Kim, Taesung.

In: Human Resource Development Review, Vol. 12, No. 3, 01.09.2013, p. 248-276.

Research output: Contribution to journalReview article

TY - JOUR

T1 - The Relationship Between Work Engagement and Performance

T2 - A Review of Empirical Literature and a Proposed Research Agenda

AU - Kim, Woocheol

AU - Kolb, Judith Ann

AU - Kim, Taesung

PY - 2013/9/1

Y1 - 2013/9/1

N2 - Engagement has been defined in a variety of ways. Engagement in the workplace generally is viewed as a positive, fulfilling, affective-motivational state of work-related well-being. Due to its structural relationship between antecedents (e.g., job resources and personal resources) and consequences (e.g., performance and turnover intention), work engagement has been receiving considerable attention from both scholars and practitioners in the fields of human resource development (HRD), organization development (OD), psychology, and business. In spite of this popularity, there is a scarcity of empirical research on work engagement in the academic literature. The relationship between work engagement and performance, in particular, is deserving of attention given our field's focus on performance improvement. In this article, we review and analyze relevant research and then propose a research agenda to guide future research on this topic. Conclusions and implications for HRD and OD are discussed.

AB - Engagement has been defined in a variety of ways. Engagement in the workplace generally is viewed as a positive, fulfilling, affective-motivational state of work-related well-being. Due to its structural relationship between antecedents (e.g., job resources and personal resources) and consequences (e.g., performance and turnover intention), work engagement has been receiving considerable attention from both scholars and practitioners in the fields of human resource development (HRD), organization development (OD), psychology, and business. In spite of this popularity, there is a scarcity of empirical research on work engagement in the academic literature. The relationship between work engagement and performance, in particular, is deserving of attention given our field's focus on performance improvement. In this article, we review and analyze relevant research and then propose a research agenda to guide future research on this topic. Conclusions and implications for HRD and OD are discussed.

UR - http://www.scopus.com/inward/record.url?scp=84883612556&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84883612556&partnerID=8YFLogxK

U2 - 10.1177/1534484312461635

DO - 10.1177/1534484312461635

M3 - Review article

AN - SCOPUS:84883612556

VL - 12

SP - 248

EP - 276

JO - Human Resource Development Review

JF - Human Resource Development Review

SN - 1552-6712

IS - 3

ER -