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Exploring Different
Operationalizations of Employee
Engagement and Their
Relationships With Workplace
Stress and Burnout
Engagement research has proliferated in the past decade and suggests that
employee engagement is related to many positive work-related outcomes such
as job satisfaction (Shuck, Reio, & Rocco, 2011), job performance (Rich, Lep-
ine, & Crawford, 2010), profitability (Harter, Schmidt, Agrawal, & Plowman,
2013), customer satisfaction, and employee retention (Halbesleben, 2010).
However, it remains difficult to draw precise conclusions from these studies
due to the nomologically different ways in which employee engagement is
measured (Saks & Gruman, 2014). There is little doubt that employee engage-
ment remains a compelling topic for many scholars, but if it is to become a
relevant barometer against which certain organizational decisions are evalu-
ated, then clarity about what is actually being measured is critical.
Employee engagement emerged in the management literature from
Kahn’s (1990) seminal study on personal engagement and disengagement,
but a review of the literature suggests that engagement is now conceptual-
ized by at least four major frameworks and operationalized by at least 10
measurement instruments (Keenoy, 2014; Shuck, 2011). In some cases, dif-
ferent measurement scales reflect subtle differences in the conceptualizations
of engagement, and in other cases, significant differences in their underlying
nomological frameworks—all of which suggest that different measurements
of engagement may actually measure different aspects of engagement. Indeed,
“although it finds its origin in the positive psychology of Kahn (1990), …
[engagement] has, in effect, taken on a life of its own (or, more precisely, a
series of parallel lives)” (Keenoy, 2014, pp. 197–198).
We contend that these ‘parallel lives’ are leading to an increased risk that
the meaning of engagement is becoming elusive, which compromises its util-
ity both in theory and as an actionable phenomenon. This confounds our
understanding of the construct, particularly in relation to other variables, and
makes its operationalization all the more difficult (Shuck, Ghosh, Zigarmi,
& Nimon, 2012). It also promotes continued debate as to the uniqueness of
engagement in comparison to other, more clearly defined, work-related phe-
nomena such as job satisfaction and organizational commitment (Shuck et al.,
2012). Finally, it results in measurements of engagement that are no longer
consistent with Kahn’s (1990) holistic perspective.
Our study suggests that the relationships between employee engage-
ment and certain workplace outcomes depend, in fact, on how the con-
struct of employee engagement is actually measured. We also suggest that
even when different measures of engagement are similarly conceptualized,
we will see different relationships with both predictor and outcome vari-
ables. To explore this, we focused our study on two predictors of employee
engagement that are among the most complex in the management literature:
workplace stress and burnout. If engagement’s relationship to key predictors
differs depending on the measurement instrument, then it is reasonable to
assume that these different instruments will have different predictive proper-
ties as well. This means that the utility of the instruments used to measure
industries. Interestingly, the Q12 also includes a question that seeks to mea-
sure social connectedness at work (Harter et al., 2013). Robinson, Perryman,
and Hayday (2004) also developed a measure of engagement that operational-
ized a job-satisfaction–framed definition that positions engagement as a posi-
tive attitude toward an organization and its values. However, another study
showed that investing ‘one’s whole self,’ and not job satisfaction, correlated
more directly with engagement (Christian, Garza, & Slaughter, 2011). This
meta-analytic study also suggested that that job satisfaction (like burnout)
may be related to engagement, but it is not necessarily the same construct,
nor can it necessarily be measured by an instrument specifically designed to
measure job satisfaction (or burnout).
Multidimensional Frameworks. Alternatively, a number of multidimen-
sional models of employee engagement have emerged that highlight the com-
plexity of the construct by suggesting, for example, that job characteristics,
leadership actions, and personality traits are all antecedents to engagement
(Macey & Schneider, 2008). Drawing upon the work of many prior scholars,
Saks (2006) developed a multidimensional definition and model of employee
engagement that included cognitive, emotional, and behavioral components,
and he successfully tested this model against a number of antecedent and
outcome variables. This model specifically distinguished between job engage-
ment and organizational engagement suggesting that the former was linked
to an employee’s work-related role, and the latter was more closely tied to an
employee’s role within an organizational system.
A Return to Kahn. Despite the various engagement frameworks that
exist, many scholars are calling for a return to Kahn’s conceptualization
because it represents not just a broad motivational construct but also one with
specific psychological conditions that are both prerequisites and antecedents
(Saks & Gruman, 2014). Additionally, Kahn’s needs-satisfaction framework
implies a depth of consideration (i.e., the simultaneous investment of ener-
gies and the investment of one’s whole self) that seems inadequately served
by positioning it in relation to burnout or by measuring it through the lens of
job satisfaction. In the 20-plus years since he first presented his model, Kahn
(2010) has maintained his commitment to his needs-satisfaction framework,
rejecting those frameworks that place engagement in the shadow of burn-
out or job satisfaction. Indeed, despite the plethora of research that measures
engagement with the more narrowly framed UWES or Q12, many scholars
agree with him (Fletcher & Robinson, 2013; Saks & Gruman, 2014).
Workplace Stress
Early conceptualizations of workplace stress, which grew out of studies in the
biological and physical sciences, evolved significantly in response to the need
to understand the construct within the context of organizational settings. The
now widely accepted conservation of resources (COR) theory suggests that
people strive to keep and obtain valued resources (including objects, condi-
tions, personal characteristics, and energies), and that they are threatened (or
stressed) by the loss, or threat of loss, of those resources (Hobfoll, 1989). The
findings from numerous studies of workplace stress reveal behavioral manifes-
tations that bear remarkable similarity to those described by Kahn (1990) as
stemming from disengaged employees. Although Hobfoll (1989) did not use
the term disengagement, he cited a familiar behavior pattern in people under
stress, stating that individuals experiencing stress will “strive to minimize net
loss of resources” (p. 517). In other words, they limit their engagement to the
extent it threatens their resources (Halbesleben, 2010). Positioned conversely,
this suggests that employees who are less stressed may also be more likely to
stay engaged.
Kahn (1990) contends that his three psychological preconditions of
engagement (meaningfulness, safety, and availability) are possible only when
an individual has his or her valued ‘resources.’ It follows, then, that the forces
that consume (or threaten) those resources contribute to stress and decrease
the likelihood of employee engagement. We examine these relationships with
two empirically sound engagement instruments: the Rich Scale (Rich et al.,
2010) and the ISA (intellectual, social, affective) Scale (Soane et al., 2012),
and a COR-based measure of workplace stress: the Workplace Stressors
Assessment Questionnaire (Mahmood, Coons, Guy, & Pelletier, 2010). Since
both engagement measures are based on Kahn’s (1990) needs-satisfaction con-
ceptualization, both should reveal negative relationships with workplace stress
(Figure 1).
Burnout
Burnout
The literature reveals relationships between engagement and burnout that are
complex—ranging from being conceptually distinct but related, to being con-
ceptually distinct but antipodean, to being at opposite ends of the same con-
ceptual continuum. However, studies of the relationships between workplace
stress and burnout are generally consistent. Initial studies on burnout focused
on the transactions and relationships between individuals at work (Maslach
et al., 2001). However, our understanding of burnout expanded significantly
in the early 1980s with the work of scholars who conceptualized burnout as
the consequence of prolonged exposure to stress (Maslach & Jackson, 1981).
Many years later, another specific link between stress and burnout was posited
by Gorgievski and Hobfoll (2008), who suggested, in accordance with COR
theory, that burnout was the unavoidable result of the chronic and steady
depletion of an individual’s resources or, in other words, through the buildup
of stress.
HYPOTHESIS 3A: Burnout mediates the negative relationship between workplace stress
and employee engagement as measured by the Rich Scale.
HYPOTHESIS 3B: Burnout mediates the negative relationship between workplace stress
and employee engagement as measured by the ISA Scale.
Given some of the nomological differences in the Rich and ISA Scales,
the final set of hypotheses propose that the differences in the relationships
between workplace stress, burnout, and employee engagement can be found
at the dimensional level of the engagement operationalizations. Consistent
with the aforementioned description of the meta capability of burnout,
Hypotheses 4a, 4b, and 4c propose that burnout fully mediates the negative
HYPOTHESIS 4A: Burnout fully mediates the negative relationship between workplace
stress and physical employee engagement as measured by the Rich subscale.
HYPOTHESIS 4B: Burnout fully mediates the negative relationship between workplace
stress and emotional employee engagement as measured by the Rich subscale.
HYPOTHESIS 4C: Burnout fully mediates the negative relationship between workplace
stress and cognitive employee engagement as measured by the Rich subscale.
HYPOTHESIS 5A: Burnout fully mediates the negative relationship between workplace
stress and intellectual employee engagement as measured by the ISA subscale.
HYPOTHESIS 5B: Burnout partially mediates the negative relationship between work-
place stress and social employee engagement as measured by the ISA subscale.
HYPOTHESIS 5C: Burnout fully mediates the negative relationship between workplace
stress and affective employee engagement as measured by the ISA subscale.
federal legislation and results were publicly reported. However, these EHRs
were relatively new, having only recently been engineered to function in the
resource-limited world of community hospitals, and there was immense pres-
sure to implement quickly in order to capitalize on federal incentive funds
as an offset to the significant capital outlays required for this technology
(DesRoches et al., 2010). Additionally, it was widely reported by health care
leaders that their IT employees found themselves increasingly responsible not
just for the veracity of the technology that underpinned the EHR but also for
direct support to clinicians during the patient care process.
Participants and Procedures
Specifically, IT professionals working on EHR implementations in community
hospitals in the United States were studied. This particular sample was chosen
because the IT professionals working to support EHR-related technologies
and processes represent a fairly homogenous group (Blumenthal & Tavenner,
2010). Regardless of the hospital for which they work, they were confronted
with similar technologies, clinical workflows, and objectives for implementa-
tion (Blumenthal & Tavenner, 2010). They were also facing the same time
pressures, working with the same complement of end users, juggling over-
whelming workloads, and experiencing many of the same stress factors. In
fact, empirical studies show that IT professionals often work in stress-charged
environments where burnout is not uncommon, yet they also exhibit high lev-
els of engagement in their work (Gan & Gan, 2013). We recruited participants
from a quota sample of hospitals that generally reflected the overall commu-
nity hospital population in terms of size and geographic location. Forty-five
community hospitals (or hospital systems), out of a total of 74 invited, par-
ticipated in the study based on confirmation, through conversations with chief
information officers (CIOs) or other senior IT executives, that EHR implemen-
tations were actively under way. An e-mail, drafted by the researchers, was
sent from the CIOs of the participating hospitals to all of their IT employees
with an invitation to participate in the study and a link to the web-based sur-
vey. A follow-up e-mail was sent two weeks later.
Of the 2,420 IT professionals recruited to participate, 472 completed
the survey. Of the respondents, 199 (42%) were female and 273 (58%) were
male, the mean age was 46 (SD = 10.08), and the mean organizational ten-
ure was 10 years (SD = 9.02). Twenty-seven (6%) respondents graduated from
high school, 100 (21%) attended college, 238 (50%) had an undergraduate
degree, and the remaining 107 (23%) started or completed a graduate degree.
Four hundred and nine (87%) respondents indicated that they work directly
with clients in some capacity, whereas the other 63 (13%) did not, and 123
(26%) respondents worked in some supervisory or managerial capacity. To test
for the possibility of nonresponse bias, a time trend analysis was conducted
in which survey respondents were split into two groups: those who com-
pleted the survey prior to the reminder e-mail that was sent two weeks after
the initial invitation to participate (early respondents), and those who com-
pleted the survey after the reminder e-mail was sent (late respondents). This
analysis assumes that late respondents are similar to nonrespondents in that
late respondents would have been nonrespondents had they not received the
reminder e-mail (Armstrong & Overton, 1977). The means for the two overall
engagement measures (Rich Scale and ISA Scale) were compared for the two
groups using independent samples t-tests, and Levene’s tests confirmed that
the variances between the two groups of respondents were equal (Hair, Black,
Babin, & Anderson, 2010). Further, both engagement measures evidenced
nonsignificant differences in the means between the two groups of respon-
dents (Rich Scale: t = −.152, p = .879; ISA Scale: t = 1.220, p = .223). These find-
ings support the assumption that the risk of nonresponse bias is low.
Measures
Participants were asked to rate each item from previously validated measure-
ment instruments on Likert scales ranging from ‘Strongly Disagree’ to ‘Strongly
Agree’ or ‘Never’ to ‘Always.’ Additionally, multiple-choice responses to certain
control variables, including gender, age, tenure, client interaction, and super-
visory status, were selected because previous studies in which engagement
was an outcome indicated that they might impact the hypothesized relation-
ships (Rich et al., 2010). Two other control variables, hospital size and EHR,
were also collected given the context of this study.
Workplace Stress. The 22-item Workplace Stressors Assessment Ques-
tionnaire (α = .95) assesses self-reported perceptions of workplace stress
(Mahmood et al., 2010). The choice of this instrument was determined by
its theoretical underpinning in COR and its psychometric development with
high-tech employees. Responses were scored on a 5-point Likert scale.
Burnout. The 10-item Burnout Measure, Short Version (BMS) (α = .85)
is consistent with this study’s exhaustion-based conceptualization of burn-
out in which burnout occurs after a prolonged exposure to stress (Malach-
Pines, 2005). Unlike other widely-used measures of burnout, this measure
has not also been used as a proxy for engagement, avoiding the possibility of
confounding the relationships between burnout and employee engagement.
Responses were scored on a 7-point Likert scale.
Employee Engagement. Two similarly conceptualized measures of
engagement were used in this study. The 18-item Rich Scale (α = .95) was
developed in congruence with Kahn’s (1990) needs-satisfaction framework
and tested with 245 firefighters and their supervisors (Rich et al., 2010). This
scale is organized into three subscales or dimensions (physical, emotional, and
cognitive), and all responses were scored on a 5-point Likert scale. In order to
explore the nomological framework of this scale, responses were evaluated at
the overall level (all 18 questions) and at the subscale level.
The second engagement scale, the nine-item ISA Scale ( α = .91)
(Soane et al., 2012), was developed and tested among 540 employees in a
Results
We begin with a review of the preliminary analyses, including confirmatory
factor analyses, discriminant validity, interclass correlation coefficients, corre-
lations, and descriptive statistics. Next, we present the results of our hypoth-
esis testing using multiple hierarchical regression and maximum likelihood
structural equation modeling. All models were evaluated in accordance with
the recommended combination of fit indices (Hu & Bentler, 1999). The rela-
tionships were tested by first verifying the significance of the direct effects
(between workplace stress and the various measures/dimensions of engage-
ment), and then, we added the mediating variable of burnout and verified
the significance of the relationships. When the presence of mediation was
detected, the magnitude of the indirect effects were analyzed via bootstrap-
ping techniques at a 95% confidence interval using 5,000 bootstrapped sam-
ples (Preacher & Hayes, 2004). To determine if an indirect effect was full or
partial, we compared the models with all the variables to those in which the
direct effect was constrained (Baron & Kenny, 1996).
Preliminary Analyses
First, we verified the assumptions required for multivariate analysis. Then,
through confirmatory factor analysis (CFA), using maximum likelihood estima-
tion, we confirmed the discriminant validity of each latent variable used in the
study (Hair et al., 2010). To rule out the possibility of bias due to common
method variance, both the Harmon single-factor test (using exploratory factor
analysis) and the common latent factor test (using CFA) were used (Podsakoff,
MacKenzie, Jeong-Yeon, & Podsakoff, 2003). Because survey participants were
nested in different hospital organizations, another test controlled for the possibil-
ity of bias due to multilevel effects. Interclass correlation coefficients (ICC1 and
ICC2) were calculated for each construct (and each subscale or dimension) and
for each hospital or hospital system that participated in the study (McGraw &
Wong, 1996). The calculated ICCs were all nonsignificant [ICC1s ranged from
.022 to .335, (p > .05); ICC2s ranged from .011 to .322, (p > .05)], indicating that
the potential for interorganizational bias was not likely (Shrout & Fleiss, 1979).
A summary of means, standard deviations, internal reliabilities, and
zero-order correlations is presented in Tables 1 and 2 . The Cronbach ’s
alphas for the scales are acceptable, ranging from .87 to .94. In support
of the internal and convergent validity of the constructs, the percentages
of average variance extracted are also acceptable (ranging from 54.05% to
87.22%), as are the composite reliabilities (ranging from .89 to .99) (Hair
cAlternative Model B1 loads on two factors: ISA overall engagement and the combined items of
workplace stress and burnout.
dAlternative Model C1 loads on four factors: physical engagement, emotional engagement, cognitive
engagement, and the combined items of workplace stress and burnout.
eAlternative Model D1 loads on four factors: intellectual engagement, social engagement, affective
engagement, and the combined items of workplace stress and burnout.
*p < .001.
the relationships between burnout and the two overall measures of employee
engagement are also significantly different (z = 3.1, p < .01).
Hypotheses 3a and 3b proposed that burnout explains the negative rela-
tionships between workplace stress and employee engagement as measured
by the Rich Scale and the ISA Scale, respectively. The combination of model
fit indices are acceptable for the Rich overall scale [ χ 2(148) = 770.91;
Figure 2. Mediation Models With Rich Overall Scale and ISA Overall Scale
Burnout
.75***/.75*** -.28*/-.47***
Overall
Workplace
Employee
Stress -.12*(-.38**)/ Engagement
-.14*(-.58***)
Standardized path coefficients (SPCs) are depicted, and the SPC in parentheses represents the
coefficient from the base model. The first coefficient relates to the Rich overall employee engagement,
and the second coefficient relates to the intellectual, social, affective (ISA) overall employee
engagement.
*p < .05; **p < .01; ***p < .001.
non-normed fit index (NNFI) = .95; comparative fit index (CFI) = .96; root
mean square error of approximation (RMSEA) = .09; standardized root mean
square residual (SRMR) = .07] and for the ISA overall scale [χ2(147) = 743.69;
NNFI = .96; CFI = .96; RMSEA = .09; SRMR = .08]. The standardized path
coefficients (SPCs) in Figure 2 confirm the significant relationships between
workplace stress and both overall measures of engagement, between work-
place stress and burnout, and between burnout and both overall engagement
measures. Further, as Figure 2 shows, the relationships between workplace
stress and both overall engagement measures are significant and smaller (Rich
overall: SPC = −.12, p < .05; ISA overall: SPC = −.14, p < .05) than they are in
base models which exclude the burnout variable (Rich base model: SPC = −.38,
p < .01; ISA base model: SPC = −.58, p < .001). Burnout’s indirect effect on the
relationships between workplace stress and both overall engagement measures
was confirmed by bootstrapping analysis (Rich overall: CI = −.20; −.06; ISA
overall: CI = −.36; −.14).
Finally, partial mediation (as opposed to full mediation) was confirmed
by comparing each full model to an alternative model in which the direct
path (between workplace stress and engagement) was constrained. The Rich
Scale full model has a lower chi-square than its alternative model and the dif-
ference in the chi-squares is significant [Δχ2(1) = 10.24, p < .05]. The differ-
ences between the ISA Scale full model and its alternative are not significant
[Δχ2(1) = 3.77, p > .05], which implies that burnout may fully mediate the
negative relationship between workplace stress and ISA overall engagement.
Burnout
.00/-.09
. 75***/.75*** Cognitive/Intellectual
Employee
Engagement
-.40***/-.43***
-.22**/-.19*
Emotional/Affective
Workplace Employee
Stress -.28**(-.62***)/ Engagement
-.20**(-.56***)
.02/.01
-.18*/-.51***
Physical/Social
Employee
Engagement
Standardized path coefficients (SPCs) are depicted, and the SPC in parentheses represents the
coefficient from the base model. The first coefficient relates to the Rich dimensional levels of
employee engagement, and the second coefficient relates to the intellectual, social, affective (ISA)
dimensional levels of employee engagement.
*p < .05; **p < .01; ***p < .001.
b Full Model A includes Rich overall engagement, workplace stress, and burnout.
d Full Model B includes ISA overall engagement, workplace stress, and burnout.
e Base Model C includes physical engagement, emotional engagement, cognitive engagement, and
workplace stress.
f Full Model C includes physical engagement, emotional engagement, cognitive engagement,
workplace stress, and burnout.
g Base Model D includes intellectual engagement, social engagement, affective engagement, and
workplace stress.
h Full Model D includes intellectual engagement, social engagement, affective engagement,
workplace stress, and burnout.
*p < .001.
is significant and smaller (SPC = −.28, p < .01) than it is in a base model, which
excludes the burnout variable (SPC = −.62, p < .001). Bootstrapping analysis
supports the significance of the mediating relationship and resultant indirect
effect (CI = −.42; −.24). Comparisons to an alternative model in which the direct
relationship is constrained confirm Hypothesis 4b in that burnout’s indirect
effect on emotional engagement is partial [Δχ2(1) = 15.73, p < .001].
Finally, Hypotheses 5a and 5c proposed that burnout will fully explain
the negative relationships between workplace stress and two of the three ISA
subscales: intellectual and affective engagement. Hypothesis 5b proposed that
burnout will partially explain the negative relationship between workplace
stress and ISA social engagement. The combination of fit indices are accept-
able for the ISA subscale model depicted in Figure 3 [χ2(268) = 1182.72;
NNFI = .96; CFI = .96; RMSEA = .09; SRMR = .09] (Hu & Bentler, 1999). Start-
ing with intellectual and social engagement, there are significant relationships
between workplace stress and both intellectual and social engagement and
between workplace stress and burnout. However, the relationships between
burnout and intellectual engagement and between burnout and social engage-
ment are nonsignificant, indicating that burnout has no indirect effect on
those dimensions. Concluding with affective engagement, there are significant
relationships among all three constructs. As Figure 3 shows, the relationship
between workplace stress and affective engagement is significant and smaller
(SPC = −.20; p < .01) than it is in a base model, which excludes the burnout
variable (SPC = −.56, p < .001). Bootstrapping analysis supports the signifi-
cance of the mediating relationship and resultant indirect effect (CI = −.70;–
.38). Comparisons to an alternative model in which the direct relationship is
constrained confirm Hypothesis 5c in that burnout’s indirect effect on affective
engagement is partial [Δχ2(1) = 7.85, p < .05].
Discussion
A recent research report, “Employee Job Satisfaction and Engagement: Opti-
mizing Organizational Culture for Success,” published by the Society for
Human Resource Management (SHRM, 2015), underscores the importance
of maintaining an engaged workforce and understanding the conditions that
promote and improve engagement. However, to improve engagement, orga-
nizational leaders and managers need to measure it, and the use of the appro-
priate engagement measurement instrument is a critical first step. Given the
abundance of engagement measures, practitioners and researchers face a dif-
ficult choice. Without truly understanding the differences among the instru-
ments, incorrect operationalizations of the construct may occur, resulting in
conceptual and measurement fallacies.
Our study attempts to clarify two such measures—both of which are
theoretically underpinned by the same needs-satisfaction framework. As
predicted, these two employee engagement measures (analyzed at both the
overall and dimensional levels) show significantly different relationships with
workplace stress and burnout. A summary of the overall findings associated
with each hypothesis is presented in Table 5. However, a review of the empiri-
cal findings within the context of each measure’s conceptual framework offers
further clarity.
First, both needs-satisfaction–based measures of employee engagement
examined in this study reveal the predicted negative relationships with work-
place stress. This finding is consistent with Hobfoll’s (1989) conservation of
resources theory of stress (in that stress results when valued resources like
time or positive working conditions are lost) and Kahn’s (1990) theoreti-
aspects of employee engagement, the empirical data from this study show that
these two subscales both show weak (but almost identical) negative relation-
ships with workplace stress and no significant relationship with burnout.
This suggests that although, as predicted, an employee’s focus or absorp-
tion at work may be hindered by workplace stress, it is not impacted by the
emotional exhaustion reflected by burnout. Considered in the context of con-
servation of resources theory (Hobfoll, 1989), the resource loss associated
with workplace stress and burnout appears not to be strong enough to materi-
ally influence an employee’s ability to concentrate. It is possible that the nature
of IT work, which generally requires a high degree of technical precision and
focus, may attract the type of employee who can remain ‘in role’ despite the
resource loss associated with workplace stress and/or burnout (Kahn, 1992).
Nevertheless, workplace stress and burnout display almost identical results
with the outcomes of these dimensions in both the Rich and ISA scales.
Similarly, the Rich emotional subscale and the ISA affective subscale also
demonstrate conceptual and empirical similarities. Rich et al. (2010) describe
emotional engagement as a measure of “enthusiasm, happiness and optimism
experienced at work” (p. 623) and is based on research about core affect
(Russell & Barrett, 1999). Similarly, the ISA affective dimension is described as
“the extent to which one experiences a state of positive affect [emotion] relat-
ing to one’s work role” (Soane et al., 2012, p. 532). Our study supports the
conclusion that the Rich emotional engagement and the ISA affective engage-
ment subscales are measuring similar aspects of engagement because both
show significant negative relationships with workplace stress and significant
negative relationships with burnout. Further, burnout partially explains the
negative relationships with workplace stress and both engagement subscales.
Even though it was predicted that burnout would fully mediate these relation-
ships, this finding is still consistent in that an employee’s emotional state is
highly impacted by the resource loss associated with both workplace stress
and burnout (Hobfoll, 1989). As this study’s conceptualization of burnout is
analogous to emotional exhaustion, its negative impact on emotional/affective
engagement in the Rich and ISA scales makes sense.
Given the above similarities, the two remaining dimensions (i.e.,
the physical engagement from the Rich Scale and social engagement from
the ISA Scale) must explain the significant differences in the relationships
when engagement is measured at the overall (all subscales) level. Indeed,
the remaining two dimensions measure fundamentally different aspects of
employee engagement and, in this study, both reveal very different relation-
ships with workplace stress and burnout.
Differences Between the Rich and ISA Engagement Measures
The Rich physical dimension was the only dimension (in either engagement
measure) that shows no significant correlation with either workplace stress
or burnout (Table 1). Further, the weak relationship with workplace stress
The key premise of this study was that even similarly conceptualized
measures of employee engagement would reveal different relationships with
workplace stress and burnout, and that these differences would be impor-
tant in understanding what the measures are actually measuring. Our study
strongly suggests that, regardless of conceptualization, employee engage-
ment is domain specific, and thus the meaning of the construct is revealed
only upon examination of the dimensional level of engagement instruments.
Indeed, this study confirms that although both measures of employee engage-
ment employed in the proposed study are conceptually based on Kahn’s
(1990) needs-satisfaction framework, even they do not measure the same
aspects of employee engagement. As a result, different suggestions for the util-
ity of each measure and different workplace interventions suggested by each
measure can be teased out of these findings.
Finally, much of the recent research on employee engagement has been
based on burnout-antithesis–framed measures of engagement (Saks & Gru-
man, 2014). Although burnout is certainly an interesting lens through which
to evaluate employee engagement, it is, by definition, a narrow one. There
is little doubt that Kahn’s (1990) conceptualization has been challenging
to operationalize; however as scholars return to his model, they will likely
embrace an understanding of employee engagement that is more holistically
consistent with desired workplace outcomes—at both employee and orga-
nizational levels. In other words, it seems likely that the breadth and depth
of outcome improvements would expand when a workforce is engaged at
intellectual, cognitive, physical, and social levels, in addition to affective or
emotional ones.
Implications for Practice
It can be reasonably inferred from this study that different employee engage-
ment instruments (even those that are similarly conceptualized) will all have
different predictive properties and thus different utility. However, if organiza-
tional leaders and managers want to obtain a broad picture of the engagement
levels of their employees, then the choice of employee engagement instrument
may be less critical. For example, since all of the studied engagement dimen-
sions are predicated on the presence of enthusiasm, optimism, and positive
emotions at work, workplace interventions designed to mitigate the nega-
tive effects of stress and/or lessen the likelihood of emotional exhaustion may
serve to both curtail the development of burnout and improve the resilience
of employee engagement. However if the goal is to better understand why
stress translates into lower engagement levels, then the choice of measurement
instrument may determine the outcome. For example, if organizational lead-
ers are interested in measuring the impact of workplace stress on the affective
or emotional elements of engagement, then either a burnout-antithesis–based
measure of engagement or the emotional/affective dimensions from the Rich
Scale or ISA Scale may be appropriate. Alternatively, if organizations seek to
and subsequent validation studies by Soane et al. (2012); (c) extending the
comparison of engagement measurement instruments to other published
instruments; (d) examining the specific influence of positive interper-
sonal relationships at work on employee engagement; and perhaps most
importantly, (e) conducting longitudinal studies that examine the impact
on employee engagement before and after specific, actionable, measur-
able workplace interventions that are targeted to improve levels of such
engagement.
Conclusion
The study of employee engagement has expanded significantly since Kahn’s
(1990) original conceptualization. As scholars continue to confirm both the
construct validity and the uniqueness of engagement in comparison to other,
better-known job-related constructs such as job satisfaction, job involve-
ment, and organizational commitment (Nimon, Shuck, & Zigarmi, 2014;
Shuck, Zigarmi, & Nimon, 2014), its utility as a measurable organizational
outcome will continue to increase. Indeed, HRD practitioners are particularly
interested in engagement-related concerns in health care—an industry that
has provided and continues to provide a rich environment for the study of
organizational change and the consequential impact on employee engage-
ment—but their interests also extend to other industries, work contexts,
and countries (Albrecht, 2010; Truss, Delbridge, Kerstin, Shantz, & Soane,
2014).
Some argue that the uncertainties and changes currently facing hospitals
and their employees—pressure to downsize, cultural impact of mergers, adop-
tion of disruptive technologies, reorganization of key processes—are similar
to those facing many, if not most, other industries, employers, and employees.
It is both intuitive and the contention of numerous researchers that engaging
the workforces of health care organizations and, by extension, all organiza-
tions, will be one of the key human resource–related strategic imperatives
necessary to successfully accomplish these change initiatives (Albrecht, 2010;
Kahn, 2010). To the extent that this study contributes to engagement litera-
ture by explaining some of the differences in how employee engagement is
measured and how those differences may impact organizational workforce
efforts, it helps all parties seeking to operationalize this phenomenon. We
are suggesting that disagreements about the differences in the operationaliza-
tion of employee engagement are less important than furthering collective
understanding about the differences so as to both clarify theory and inform
practitioners about the use of the best instrument(s) to match their organiza-
tional objectives. However, we maintain that ‘engagement’ is not a generalized
term, inclusive of all definitions and operationalizations, and its usefulness as
an actionable organizational phenomenon depends on clarity of meaning and
precision in measurement.
Acknowledgments
The authors would like to thank the editors, the associate editor assigned to
this manuscript, and anonymous reviewers for their insightful and helpful
comments on earlier versions of this article. The authors would also like to
acknowledge and thank the information technology professionals employed
by the community hospitals who participated in the original dissertation
study, entitled, “The Meaning and Measurement of Employee Engagement:
Exploring Different Operationalizations of Employee Engagement and Their
Relationships with Workplace Stress and Burnout Among IT Professionals
in Community Hospitals.” This dissertation, authored by Paula E. Anthony-
McMann, received the Esworthy Malcolm S. Knowles Outstanding Dissertation of
the Year Award in February, 2015.
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Dr. Paula E. Anthony-McMann, PhD, Tyler, Texas, currently serves as the vice president
and CIO of ETMC Regional Healthcare System (ETMC). She is also the president and
CEO of HealthFirst, a wholly owned subsidiary of ETMC, and an adjunct professor in the
Department of Management and Marketing in the College of Business and Technology at
The University of Texas at Tyler.
Jonathon R. B. Halbesleben, PhD, is the senior associate dean and Russell Professor of
Business Administration for the Culverhouse College of Commerce at the University of
Alabama.
Corresponding Author:
Paula Anthony-McMann can be contacted at panthony117@gmail.com