Employee development and employee engagement: a review and integrated model
Career Development International
ISSN: 1362-0436
Article publication date: 31 January 2024
Issue publication date: 30 April 2024
Abstract
Purpose
In response to the lack of connection between employee development and employee engagement, this study explores the existing empirical findings regarding these two concepts. Based on the conservation of resources theory, the authors propose a novel theoretical framework that can better leverage the identified antecedents and relationships for future research.
Design/methodology/approach
An integrative literature review of 64 empirical studies published in peer-reviewed journals was conducted.
Findings
Three different levels of antecedents, including the work environment, social exchange and individual characteristics, are identified. Employee development and employee engagement exhibit reciprocal relationships. Considering the role of job performance as a catalyst, the authors propose an upward gain spiral model to advance both research and practice.
Originality/value
This integrative literature review aims to facilitate discussions based on three distinct sub-dimensions: physical, emotional and cognitive energies, relevant to both employee development and employee engagement. Through this distinction, a more comprehensive understanding of the connection between employee development and employee engagement can be cultivated.
Keywords
Acknowledgements
Since submission of this article, the following author(s) have updated their affiliations: Shinhee Jeong is at Texas State University, San Marcos, Texas, USA.
Citation
Kwon, K., Jeong, S., Park, J. and Yoon, S.W. (2024), "Employee development and employee engagement: a review and integrated model", Career Development International, Vol. 29 No. 2, pp. 169-184. https://doi.org/10.1108/CDI-04-2023-0117
Publisher
:Emerald Publishing Limited
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