- Oxford Library of Psychology
- Oxford Library of Psychology
- About the Editors
- Foreword: The Abundant Organization
- Oxford Handbook of Positive Psychology and Work
- Finding the Positive in the World of Work
- The Changing World of Work
- Generation Me and the Changing World of Work
- What is Authentic Leadership Development?
- Enablers of a Positive Strategy: Positively Deviant Leadership
- Change and Its Leadership: The Role of Positive Emotions
- Working Positively Toward Transformative Cooperation
- Strengths: Your Leading Edge
- Toward a Positive Psychology for Leaders
- Employee Engagement and the Psychology of Joining, Staying in, and Leaving Organizations
- Work as Meaning: Individual and Organizational Benefits of Engaging in Meaningful Work
- More than Meets the Eye: The Role of Employee Well-Being in Organizational Research
- Positive Engagement: From Employee Engagement to Workplace Happiness
- Using Coaching and Positive Psychology to Promote a Flourishing Workforce: A Model of Goal-Striving and Mental Health
- Mindfulness at Work: Paying Attention to Enhance Well-Being and Performance
- Work-Life Balance: The Roles of Work-Family Conflict and Work-Family Facilitation
- Strengths Development in the Workplace
- Strengths of Character and Work
- Dream Teams: A Positive Psychology of Team Working
- Positive Organizational Scholarship Leaps into the World of Work
- Look Before You Leap or Dive Right In? The Use of Moral Courage in Response to Workplace Bullying
- An Integrated Model of Psychological Capital in the Workplace
- Building the Positive Workplace: A Preliminary Report from the Field
- Good for What? The Young Worker in a Global Age
- What's Wrong with Being Positive?
- Building Positive Organizations
Abstract and Keywords
Elements of engagement are important factors that not only cause individuals to join an organization but also help to retain those employees. The authors summarize research conducted from a number of angles, asking people what they are looking for in a job, why they stayed in or left their organization, and tracking engagement elements and their impact on turnover patterns across work units. Job interest and career progress are important elements in attracting and retaining employees. In addition, workers both expect and rely on quality managing continuously throughout phases of the employee life cycle. Clarity of expectations and adequacy of resources can either compliment or mitigate other efforts to improve job interest and career progress. Pay becomes a more important factor in turnover intentions when employees perceive their coworkers are not committed to quality work. The engagement elements that impact attraction and retention of employees have been found in other research to increase business unit performance.
James K. Harter, Workplace Management & Well-Being. Gallup, Inc.
Nikki Blacksmith, Gallup, Inc., Washington, D.C.
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