Publication Date

Summer 2012

Degree Type

Thesis

Degree Name

Master of Science (MS)

Department

Psychology

Advisor

Megumi Hosoda

Keywords

Employee Engagement, Employee Performance, Performance Management

Subject Areas

Occupational psychology; Psychology; Business

Abstract

Organizations have been using performance management (PM) systems to improve performance and productivity. However, given the ineffectiveness of the PM systems currently in use, it has been suggested that PM systems be redesigned to make employee engagement a key determinant of performance. By adapting Gruman and Saks' (2011) engagement management model, this study examined the relationships among the factors that drive engagement, engagement, and performance. Specifically, engagement was examined as a hypothesized mediator of the relationship between the drivers of engagement (goal setting, job resources, and recognition, feedback, and fairness) and performance among employees in the healthcare industry. Results showed that goal setting, job resources, and recognition, feedback, and fairness were all positively correlated with engagement and performance, but engagement did not mediate the relationship between the predictors and performance. Results of the present study partially support Gruman and Saks' model. Given that the drivers of engagement were directly related to performance, Gruman and Saks' model could be improved by adding a direct path from the drivers of engagement to performance.

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