Browsing by Author "Forsyth D"

Now showing 1 - 5 of 5
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    Different perspectives on engagement, where to from here? A systematic literature review
    (John Wiley and Sons Ltd and the British Academy of Management, 2023-12-29) Wittenberg H; Eweje G; Taskin N; Forsyth D
    Engagement has emerged as a significant focus in contemporary management research, widely acknowledged for its positive impact on wellbeing and performance. However, over 30 years since its introduction, the concept of engagement remains fractured with multiple definitions, ongoing theoretical debates, and inconsistent empirical evidence of practical value. This review addresses the evolving nature of work-related engagement, recognizing the need for fresh perspectives to better understand this complex phenomenon. To facilitate progressing the research agenda beyond current debates, we used a meta-narrative review as a systematic approach for synthesizing our findings and problematizing techniques to generate innovative ideas. Our review identified six distinct groups, each arguing for different conceptualizations of engagement. We illuminated opportunities for further research directions by mapping and challenging dominating narratives. Specifically, our review highlights the need to conduct research outside the predominant positivist/postpositivist perspective. It also identifies a need for additional research to understand how task-level engagement happens through the interplay of individuals and the environment. Our study makes significant conceptual contributions by offering clear boundaries of existing knowledge, an alternative conceptualization of engagement, and a platform for new directions. Contribution to literature review methodology using integrative and generative approaches is also discussed.
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    Extending person–job fit: The role of career fit
    (14/12/2018) Kennedy J; Winstone T; Forsyth D
    Does the match between a person’s career aspirations and their current job requirements affect their level of engagement? An engaged workforce is mutually beneficial to both organizations and employees. Engagement contributes to positive business outcomes such as profit and productivity, while also being associated with positive outcomes for employees. The Gallup organization reports that worldwide workplace engagement levels have not increased, and only 13 per cent of employees worldwide are engaged at work (Mann & Harter, 2016). Selecting the right individuals for the right jobs can increase engagement levels leading to mutual benefits for both employees and their organizations. Organizations seek candidates whose abilities fit the requirements of job demands in order to maximize person-job fit (Judge & Ferris, 1992). This is in the best interest of the employee and the organization because employees who are in occupations and environments that match their preferences are more satisfied, committed and less likely to leave than employees who are not a good fit (Verquer, Beehr, & Wagner, 2003). However, past approaches to person-job fit have focused on vocational skills and occupational fit, without explicitly considering the fit between a current job and the job-holders’ career preferences. Chan et al. (2012) have developed a framework for considering different career perspectives. People with the same vocational skills will vary in the extent to which they want to create new business ventures around that vocation (entrepreneurial orientation), to develop those skills more deeply (professional orientation), or move into managerial or leadership roles in that field (leadership orientation). This entrepreneurial/¬professional/¬leadership (EPL) framework provides a means for exploring individual differences in the extent to which people seek to pursue different career outcomes. Evidence of positive outcomes from person-job fit has largely relied on studies of occupational fit as a measure of person-job fit, exclusive of career fit. The EPL framework provides a means for conceptualizing and measuring individual career preferences. Because the EPL framework is independent of vocational interests (K. Y. Chan et al., 2012), using it to assess career fit is likely to provide additional insights into the positive outcomes of person-job fit, beyond those provided by studies of person-vocation fit. In this study, we surveyed 232 working adults from a wide range of occupations, using an existing measure of person-job fit (Cable & DeRue, 2002) and a newly-developed measure of career fit based on the EPL framework. We demonstrate that these two measures are distinct. While traditional job fit was the most significant predictor of employee engagement (accounting for 40% of variance), career fit was also statistically significant, uniquely explaining an additional 3% of variance in engagement levels. We discuss the implications of this study for research, HRM practice, and career development.
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    The Generality of Psychosocial Safety Climate Theory—A Fundamental Element for Global Worker Well-Being: Evidence From Four Nations
    (John Wiley and Sons Ltd., 2025-08-01) Loh MY; Lee MCC; Dollard M; Gardner D; Kikunaga K; Tondokoro T; Nakata A; Idris MA; Bentley T; Afsharian A; Tappin D; Forsyth D
    Occupational health and safety researchers and policymakers often rely on organisational theories and evidence to provide valuable information for effective policy making and understanding. Yet, most traditional and contemporary organisational theories are developed within a single nation, often in high-income countries. Therefore, cross-national validation is required for generalisable worldwide use. The current study focuses on an antecedent to workplace health and safety, that is, the psychosocial safety climate (PSC), and aims to investigate if PSC is an etic (i.e., universally applicable) or emic (i.e., nationally/context specific) theory. Across nations, we investigate the construct meaning of PSC by testing PSC measurement invariance and the invariance of a nomological network of PSC relationships, (1) PSC to co-worker to work engagement (PSC extended Job-Demands Resources (JD-R) motivational pathway), (2) PSC to co-worker support to psychological distress (PSC extended JD-R health erosion pathway), and (3) the moderation of PSC on the co-worker to outcomes relationship. A total of 5854 employees from four nations (Australia = 1198, New Zealand = 2029, Malaysia = 575, Japan = 2052) participated in the study. Multi-group structural equation modelling suggested that there was measurement invariance in a four-factor PSC model across the four samples. Findings from multigroup analyses support both the PSC extended motivational and health erosion pathways across nations, as well as the moderation effect of PSC in the Australian and Japanese samples. Together, the results largely support the etic nature of PSC construct and theory, with a few national nuances.
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    The impact of formal workplace coaching on employee outcomes: a matched sample analysis
    (Taylor and Francis Group, 2025-08-21) Mowat JW; Haar J; Forsyth D
    The manager-as-coach model, where supervisors enhance the development and performance of their direct reports (employees) by adopting a ‘coaching’ leadership style, has grown in popularity. For human resource development (HRD), the purported benefits include improved employee performance, organisational commitment, and reduced turnover intentions. Guided by Social Exchange Theory and Leader-Member Exchange Theory, we compared a matched sample (n = 412) of New Zealand-based employees across diverse sectors and industries, half who received formal workplace coaching from their supervisor (coached group) and half who did not (no-coach group). After conducting a multi-group confirmatory factor analysis and comparing latent means, we found that the formally coached group experienced stronger meaningful work and organisational citizenship behaviours (individual and organisational). Unexpectedly, turnover intentions and counter-productive work behaviours (CWB) did not differ between groups. This suggests that whilst formally coached employees felt obliged to improve positive work-related outcomes (i.e. meaningful work and OCB), the effect was too weak to reduce negative work-related attitudes and behaviours (i.e. turnover intentions and CWBs). Consequently, we discuss alternative explanations to account for this inconsistency, along with recommendations for HRD practitioners and future research.
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    The New Zealand Workplace Barometer: Psychosocial safety climate and worker health – findings from the 2019 NZ Workplace Barometer.
    (2020-08-03) Tappin D; Forsyth D; Gardner D; Ashby L; Bentley T; Bone K; Catley B; D’Souza N; Blackwood K; Port Z; Brougham D; Cordier J