The research on work engagement: theoretical aspects and the results of researches in the company operating in the IT sector
More details
Hide details
The Jan Kochanowski University in Kielce, Faculty of Law, Administration and ManagementPoland
Online publication date: 2018-12-19
Management 2018;22(2):60–79
The aim of this article is to exemplify the results of researches on work engagement in the company operating in the IT sector. The research methodology includes the studies of scientific literature and the quantitative method (survey questionnaire). The sample in the study comprises 509 employees of a company operating in the IT sector. Work engagement was measured with of the original 17-item Utrecht Work Engagement Scale (UWES). Using in the research a standardized tool gives the opportunity to compare different results obtained in subsequent periods of time in the company, as well as, it can be the point of reference in the assessment of work engagement in other companies of the IT and other sectors. The results of the research show a relatively high level of work engagement in the composite aspect and its individual dimensions and subdimensions in the company operating in the IT sector. The scientific literature studies provide the managers with information on how various issues are related to the level of work engagement and on the usefulness of periodic researches in the company. However, the results of the empiric research help the managers to diagnose of the work engagement and to take more conscious decisions how to improve or maintain it on the same level. The research findings give the overview on the topic of work engagement level in a big IT company.
Aon Hewitt, 2018, (20.05.2018 - access date).
Bakker A.B. (2009), Building engagement in the workplace. In C. Cooper &R. Burke (Eds.), The peak performing organization (pp. 50–72). London, England: Routledge. [In:] De Clercq D., Bouckenooghe D., Raja R., Matsyborska G. (2014), Servant Leadership and Work Engagement: The Contingency Effects of Leader–Follower Social Capital, “Human Resource Development Quarterly”, Vol. 25, No. 2, pp. 183-212.
Chughtai A.A., Buckley F. (2008), Work engagement and its relationship with state and trait trust: A conceptual analysis, “Institute of Behavioural and Applied Management”, Vol. 1, pp. 47–71.
Chughtai A.A., Buckley F. (2009), Linking trust in the principal to school outcomes: the mediating role of organizational identification and work engagement, “International Journal of Educational Management”, Vol. 23, pp. 574–589.
Cole M.S., Bruch H., Vogel B. (2012), Energy at work: A measurement validation and linkage to unit effectiveness, “Journal of Organizational Behavior”, Vol. 33, pp. 445–467.
De Clercq D., Bouckenooghe D., Raja R., Matsyborska G. (2014), Servant Leadership and Work Engagement: The Contingency Effects of Leader–Follower Social Capital, “Human Resource Development Quarterly”, Vol. 25, No. 2, pp. 183-212.
De Clercq D., Rius I.B. (2007), Organizational commitment in Mexican small and medium-sized firms: The role of work status, organizational climate, and entrepreneurial orientation, “Journal of Small Business Management” Vol. 45, p. 467–490.
Demerouti E., Bakker A.B., Nachreiner F., Schaufeli W.B. (2001), The job demands-resources model of burnout, “Journal of Applied Psychology”, Vol. 86, pp. 499–512.
Dromey J. (2014), MacLeod and Clarke’s Concept of Employee Engagement: An Analysis based on the Workplace Employment Relations Study; Research Paper;, p. 10-12.
Fearon C., McLaughlin H., Morris L. (2013), Conceptualising work engagement, “European Journal of Training and Development”, Vol. 37, Iss. 3, pp. 244–256.
Geldenhuys M., Laba K., Venter C. M. (2014), Meaningful work, work engagement and organisational commitment, “Journal of Industrial Psychology”, Vol. 40, Iss. 1, pp. 01-10.
Hakanen J.J., Bakker A.B., Schaufeli W.B. (2006), Burnout and work engagement among teachers, “Journal of School Psychology”, Vol. 43, pp. 495–513;.
Halbesleben J.R.B., Wheeler A.R. (2008), The relative roles of engagement and embeddedness in predicting job performance and intention to leave, “Work &Stress”, Vol. 22, pp. 242–256.
Hallberg U., Schaufeli W.B. (2006), “Same same” but different: Can work engagement be discriminated from job involvement and organizational commitment? “European Journal of Psychology”, Vol. 11, pp. 119–127.
Heskett J.L. (2012), The culture cycle. How to shape the unseen force that transforms performance, New Jersey: FT Press.
Juchnowicz M. (2010), Zarządzanie kapitałem ludzkim a poziom zaangażowania pracowników, „Zarządzanie Zasobami Ludzkimi”, nr 3-4, pp. 57-66.
Kahn W.A. (1992), To be fully there: Psychological presence at work, “Human Relations”, Vol. 45, pp. 321–349.
Karpacz J. (2017), The proposal of the researchers and practitioners: What is employee engagement?, “Advances in Business-Related Scientific Research Conference, Conference Proceedings”, Venice, pp. 109-127.
Lewicka D., Rakowska A. (2016), Wpływ praktyk ZZL na zaangażowanie pracowników w innowacyjnych przedsiębiorstwach, „Nauki o Zarządzaniu”, No. 2 (27), pp. 102-115.
Lipka A. (2011), Employee Relationship Management (ERM) jako trend rozwoju w obszarze funkcji personalnej, „Problemy Zarządzania”, Vol. 9, No. 4 (34), pp. 204-216.
Macey W.H., Schneider B., Barbera K.M., Young S.A. (2009), Employee engagement: Tools for analysis, practice, and competitive advantage. Malden, MA: Wiley-Blackwell [In:] Shuck B., Four emerging perspectives of employee engagement: At integrative literature review, “Human Resource Development Review”, Vol. XX, Iss. X, pp. 1–25.
MacLeod D., Clarke N. (2009), Engaging for success: Enhancing performance through employee engagement, Department for Business, Innovation and Skills, United Kingdom;; [28.05.2018].
Macnar A. (2017), Wskaźniki efektywności działań employer brandingowych.
Moczydłowska J.M. (2013), Zarządzanie relacjami z pracownikami (ZRzP) - nowe spojrzenie na relacje organizacji z pracownikami, „Przedsiębiorczość i Zarządzanie”, Vol. 14, Iss. 12, part 2, pp. 33-42;.
Rich B.L., Lepine J.A., Crawford E.R. (2010), Job engagement: Antecedents and effects on job performance, “Academy of Management Journal”, Vol. 53, Iss. 3, pp. 617–635.
Schaufeli W.B., Bakker A.B. (2003), Test manual for the Utrecht Work Engagement Scale. Unpublished manuscript, Utrecht University, the Netherlands. Retrieved from
Schaufeli W.B., Bakker A.B., Salanova M. (2006), The measurement of work engagement with a short questionnaire. A cross-national study, „Educational and Psychological Measurement”, Vol. 66, Iss. 4, pp. 701-716.
Schaufeli W.B., Bakker, A.B. (2004), Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study, “Journal of organizational Behavior”, Vol. 25, Iss. 3, pp. 293-315.
Schaufeli W.B., Salanova M., González-Roma V., Bakker A.B. (2002), The measurement of engagement and burnout and a confirmative analytic approach, “Journal of Happiness Studies”, Vol. 3, pp. 71–92.
Schaufeli W.B., Taris T.W., van Rhenen W. (2008), Workaholism, burnout, and work engagement: Three of a kind or three different kinds of employee well-being? “Applied Psychology: An International Review”, Vol. 57, pp. 173-203.
Szabowska-Walaszczyk A., Zawadzka A.M., Wojtaś M. (2011), Zaangażowanie w pracę i jego korelaty: Adaptacja skali UWES autorstwa Schaufeliego i Bakkera, „Psychologia Jakości Życia” No. 10, pp. 57–74.
Wójcik-Karpacz A., Zaangażowanie pracownicze i podobne konstrukty: eksploracja niuansów konceptualnych (I), Przedsiębiorczość i Zarządzanie, Vol. XVIII, Book 11, Part III, pp. 207–220.
ISSN:1429-9321 (1997-2019)