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Exploring Organizational Alignment-Employee Engagement Linkages and Impact on Individual Performance A Conceptual Model

Published on Mar 1, 2015in Human Resource Development Review
· DOI :10.1177/1534484314549455
Meera Alagaraja10
Estimated H-index: 10
(University of Louisville),
Brad Shuck16
Estimated H-index: 16
(University of Louisville)
Sources
Abstract
We explore existing perspectives of organizational alignment and employee engagement from the literature to better understand the alignment-engagement linkages to individual performance. This is an underexplored area of inquiry in human resource development (HRD). Our analysis of the alignment and engagement literatures resulted in the development of an exploratory conceptual model. The conceptual model elaborates on the organizational alignment–employee engagement linkages and their impact on individual performance. These interconnections emphasize the importance of developing internally consistent HRD interventions or programs that align individual skills and knowledge with job characteristics and organizational systems and routines. Furthermore, the model highlights the dynamic nature of the alignment-engagement linkages both as a source and context which facilitates individual performance, and influences the extent to which employees exhibit essential as well as discretionary behaviors. We elaborate on the implications for HRD theory, research, and practice.
  • References (58)
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References58
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