Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE (www.oxfordhandbooks.com). © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 17 October 2019

Abstract and Keywords

The world has an employee engagement crisis. Low employee engagement has a detrimental impact not only on employee performance and well-being but also on organizational outcomes, including revenue and profitability. This chapter sets out the argument that a key predictor of employee engagement (and therefore performance and well-being) is hope. The relationship between these variables is unpacked from a theoretical and empirical perspective. While the literature has tended to focus on the agency and pathways components of hope theory, this chapter argues that much more attention should given to the fact that hope rests on the pursuit of positively valenced, personally valued, meaningful goals. The chapter offers suggestions on how organizations and employees might amplify hope, engagement, and positive outcomes in the workplace by focusing on goals that matter not only to the organization but to employees also.

Keywords: engagement, goals, hope, positive outcomes, work, employee engagement

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.