Skip to main content

Employee Engagement Implementation Leading Towards Employee Creativity

  • Chapter
Employee Engagement in Media Management

Part of the book series: Media Business and Innovation ((MEDIA))

Abstract

There is little empirically grounded theoretical account of how employees think about the way management can operationalize their engagement by focusing on the development of meanings and action that can lead towards the necessary sensemaking and help achieve employee creativity as a result. Consequently, the purpose of this chapter is to eliminate this lacuna and thus contribute towards a richer theory on the process behind the implementation of employee engagement, highlighting the importance of several organizational arrangements that can help management achieve employee creativity.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 54.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Abdel-Halim, A. A. (1983). Effects of task and personality characteristics on subordinate responses to participative decision making. Academy of Management Journal, 26, 477–484.

    Article  Google Scholar 

  • Alge, B. J., Ballinger, G. A., Tangirala, S., & Oakely, J. L. (2006). Information privacy in organizations: Empowering creative and extra role performance. Journal of Applied Psychology, 9, 221–232.

    Article  Google Scholar 

  • Amabile, T. M. (1996). Creativity in context. New York, NY: Westview Press.

    Google Scholar 

  • Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39, 1154–1184.

    Article  Google Scholar 

  • Ashforth, B. E., & Mael, F. (1996). Organizational identity and strategy as a context for the individual. In J. Baum & J. Dutton (Eds.), Advances in strategic management (Vol. 13, pp. 17–72). Greenwich, CT: JAI Press.

    Google Scholar 

  • Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47, 523–549.

    Article  Google Scholar 

  • Bandura, A. (1986). Social foundations of thought and action: A social cognitive view. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Black, S., & Margulies, N. (1989). An ideological perspective on participation: A case for integration. Journal of Organizational Change Management, 2, 13–35.

    Article  Google Scholar 

  • Block, P. (1987). The empowered manager. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Clayton, J., & Gregory, W. J. (2000). Reflections on critical systems thinking and the management of change in rule-bound systems. Journal of Organizational Change Management, 13, 140–161.

    Article  Google Scholar 

  • Cobb, A. T., Folger, R., & Wooten, K. (1995). The role justice plays in organizational change. Public Administration Quarterly, 19, 135–152.

    Google Scholar 

  • Conger, J. A. (1986). Empowering leadership. Working paper, McGill University, Montreal.

    Google Scholar 

  • Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471–482.

    Google Scholar 

  • Delaney, J. T., & Sockell, D. (1990). Employee involvement programs, unionization and organizational flexibility. In Academy of management best paper proceedings (pp. 264–269).

    Google Scholar 

  • Dessler, G. (2013). Fundamentals of human resource management (3rd ed.). Upper Saddle River, NJ: Prentice Hall.

    Google Scholar 

  • Detert, R. J., & Burris, R. E. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50, 869–884.

    Article  Google Scholar 

  • Eisenhardt, K. M. (1989). Building theory from case study research. Academy of Management Review, 14, 532–550.

    Google Scholar 

  • Elsbach, K. D., & Kramer, R. M. (2003). Assessing creativity in Hollywood pitch meetings: Evidence for a dual-process model of creativity judgments. Academy of Management Journal, 46, 283–301.

    Article  Google Scholar 

  • Fiedler, F. E. (1972). The effects of leadership training and experience: A contingency model interpretation. Administrative Science Quarterly, 17, 453–470.

    Article  Google Scholar 

  • Foot, M., & Hook, C. (2011). Introducing human resource management (6th ed.). Upper Saddle River, NJ: Prentice Hall.

    Google Scholar 

  • Ford, C. M. (1996). A theory of individual creativity in multiple social domains. Academy of Management Review, 21, 1112–1134.

    Google Scholar 

  • George, J. M. (2007). Creativity in organizations. Academy of Management Annals, 1, 439–477.

    Article  Google Scholar 

  • George, J. M., & Zhou, J. (2001). When openness to experience and conscientiousness are related to creative behavior: An interactional approach. Journal of Applied Psychology, 86, 513–524.

    Article  Google Scholar 

  • Gill, J. (1996). Communication - Is it really that simple? An analysis of a communication exercise in a case study. Personnel Review, 25, 23–37.

    Article  Google Scholar 

  • Glynn, M. A. (1996). Innovative genius: A framework for relating individual and organizational intelligences to innovation. Academy of Management Review, 21, 1081–1111.

    Google Scholar 

  • Gomes-Mejia, L., Balkin, D., & Cardy, R. (2011). Managing human resources (7th ed.). Upper Saddle River, NJ: Prentice Hall.

    Google Scholar 

  • Guzzo, R. A., Yost, P. R., Campbell, R. J., & Shea, G. P. (1993). Potency in groups: Articulating a construct. British Journal of Social Psychology, 32, 87–106.

    Article  Google Scholar 

  • Hill, R. C., & Levenhagen, M. (1995). Metaphors and mental models: Sensemaking in innovative and entrepreneurial activities. Journal of Management, 21, 1057–1074.

    Article  Google Scholar 

  • House, R., Rousseau, D. M., & Thomas-Hunt, M. (1995). The meso paradigm: A framework for the integration of micro and macro organizational behavior. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 17, pp. 71–114). Greenwich, CT: JAI Press.

    Google Scholar 

  • Huber, G. P., & Power, D. J. (1985). Retrospective reports of strategic-level managers: Guidelines for increasing their accuracy. Strategic Management Journal, 6, 171–180.

    Article  Google Scholar 

  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.

    Article  Google Scholar 

  • Kerr, J. L. (2004). The limits of organizational democracy. Academy of Management Executive, 18, 81–95.

    Article  Google Scholar 

  • Ketokivi, M., & Castaner, X. (2004). Strategic planning as an integrating device. Administrative Science Quarterly, 49, 337–365.

    Google Scholar 

  • Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004). The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction. Academy of Management Journal, 47, 175–192.

    Article  Google Scholar 

  • Lewis, K. L., Schmisseur, M. A., Stephens, K. K., & Weir, K. E. (2006). Advice on communicating during organizational change. Journal of Business Communication, 43, 113–137.

    Article  Google Scholar 

  • Luscher, L., & Lewis, M. W. (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 2, 221–240.

    Article  Google Scholar 

  • Luscher, L., Lewis, M. W., & Ingram, A. (2006). The social construction of organizational change paradoxes. Journal of Organizational Change Management, 19, 491–502.

    Article  Google Scholar 

  • Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48, 21–49.

    Article  Google Scholar 

  • Manville, B., & Ober, J. (2003). Beyond empowerment: Building a company of citizens. Harvard Business Review, 81, 48–53.

    Google Scholar 

  • Mathieu, J. E., Gilson, L. L., & Ruddy, T. M. (2006). Empowerment and team effectiveness: An empirical test of an integrated model. Journal of Applied Psychology, 91, 97–108.

    Article  Google Scholar 

  • McHugh, M. (1997). The stress factor: Another item for the change management agenda? Journal of Organizational Change Management, 10, 345–362.

    Article  Google Scholar 

  • Morgan, D. E., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. International Journal of Human Resource Management, 14, 55–75.

    Article  Google Scholar 

  • Neubert, M. J., & Cady, S. H. (2001). Program commitment: A multi-study longitudinal field investigation of its impact and antecedents. Personnel Psychology, 54, 421–449.

    Article  Google Scholar 

  • Nord, W. R., Rosenblatt, Z., & Rogers, K. (1993). Toward a political framework for flexible management of decline. Organization Science, 4, 76–91.

    Article  Google Scholar 

  • Ober, J. (2007). Natural capacities and democracy as a good-in-itself. Philosophical Studies, 132, 59–73.

    Article  Google Scholar 

  • Ober, J. (2008). The original meaning of democracy: Capacity to do things, not majority rule. Constellations, 15, 3–9.

    Article  Google Scholar 

  • Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39, 607–634.

    Article  Google Scholar 

  • Payne, R. (1990). The effectiveness of research teams: A review. In M. A. West & J. L. Farr (Eds.), Innovation and creativity at work (pp. 101–122). Chichester: Wiley.

    Google Scholar 

  • Pedersen, D. M. (1997). Psychological functions of privacy. Journal of Environmental Psychology, 17, 147–156.

    Article  Google Scholar 

  • Rusaw, C. A. (2000). Uncovering training resistance- A critical theory perspective. Journal of Organizational Change Management, 13, 249–263.

    Article  Google Scholar 

  • Schwenk, C. (1985). The use of participant recollection in the modeling of organizational decision processes. Academy of Management Review, 10, 496–503.

    Google Scholar 

  • Schwochau, S., & Delaney, J. (1997). Employee participation and assessments of support for organizational policy changes. Journal of Labor Research, 18, 379–402.

    Article  Google Scholar 

  • Shalley, C. E., Zhou, J., & Oldham, G. R. (2004). Effects of personal and contextual characteristics on creativity: Where should we go from here? Journal of Management, 30, 933–958.

    Google Scholar 

  • Straus, G. (1977). Managerial practices. In J. R. Hackman & L. J. Suttle (Eds.), Improving life at work: Behavioral science approaches to organizational change (pp. 297–363). Santa Monica, CA: Goodyear.

    Google Scholar 

  • Tangirala, S., & Ramanujam, R. (2008). Exploring nonlinearity in employee voice: The effect of personal control and organizational identification. Academy of Management Journal, 51, 1189–1203.

    Article  Google Scholar 

  • Tesluk, P. E., Vance, R. J., & Mathieu, J. E. (1999). Examining employee involvement in the context of participative work environments. Group and Organization Management, 24, 271–300.

    Article  Google Scholar 

  • Tierney, P. (1999). Work relations as a precursor to a psychological climate for change. Journal of Organizational Change Management, 12, 120–135.

    Article  Google Scholar 

  • Torrance, E. P. (1988). The nature of creativity as manifest in its testing. In R. J. Sternberg (Ed.), The nature of creativity: Contemporary psychological views (pp. 43–75). Cambridge, MA: Cambridge University Press.

    Google Scholar 

  • Volkema, R. J., Farquhar, K., & Bergmann, T. J. (1996). Third-party sensemaking in interpersonal conflicts at work: A theoretical framework. Human Relations, 49(1437), 1454.

    Google Scholar 

  • Vroom, V. H. (1973). A new look at managerial decision making. Organizational Dynamics, 1, 66–80.

    Article  Google Scholar 

  • Yin, R. (2013). Case study research: Design and methods (5th ed.). Thousand Oaks, CA: Sage.

    Google Scholar 

  • Zhang, X., & Bartol, M. K. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation and creative process engagement. Academy of Management Journal, 53, 107–128.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Appendix

Appendix

List of matters discussed during the interviews

Description of the organization

  1. 1.

    Operations

  2. 2.

    Decision making process

Arrangement provided by management to encourage and enable you to get engaged in the decision making process

  1. 3.

    Expressions of confidence

  2. 4.

    Training

  3. 5.

    Operational freedom and job autonomy

  4. 6.

    Job authority

  5. 7.

    Communication and explanation of final management decisions made

  6. 8.

    Effects of employee-manager and employee-employee relationships in your team/department

  7. 9.

    Open-door communication, collaboration, team work

Creativeness and Innovation

  1. 10.

    Expecting decisions to lead to innovation and creativeness

  2. 11.

    Creativeness in media. Responding to social needs.

  3. 12.

    Incentives to innovate and to create

  4. 13.

    Showing profits from your creation and innovation and explain how and what you achieved in terms of profits

  5. 14.

    Prefer to work in media because you want to create and innovate

Rights and permissions

Reprints and permissions

Copyright information

© 2015 Springer International Publishing Switzerland

About this chapter

Cite this chapter

Georgiades, S. (2015). Employee Engagement Implementation Leading Towards Employee Creativity. In: Employee Engagement in Media Management. Media Business and Innovation. Springer, Cham. https://doi.org/10.1007/978-3-319-16217-1_5

Download citation

Publish with us

Policies and ethics