Empirical Evidence of Active Engagement and Active Disengagement in an Organizational Setting

Authors

  • Joseph Dawsey Piedmont College
  • Edward Taylor Piedmont College

Keywords:

Organizational behavior, Engagement, Disengagement,

Abstract

This study provides empirical evidence supporting the notion that a continuum of behaviors range from one end point named active disengagement to another end point named active engagement. We utilized a previously analyzed data set and found support for the existence of the engagement continuum and in addition, we found support for the idea that the analytical lens of this continuum improves our understanding of the relationships
between commonly used measures of citizenship behavior, organizational commitment, and psychological bonding. One final result of this analysis is the decoupling of the model from references to OCBs and extra-role behavior as articulated in the OCB research stream by recognizing that the theoretical grounding of the engagement model and the original OCB model was Katz and Kahn (1978).

Author Biographies

Joseph Dawsey, Piedmont College

Joseph Dawsey is the instruction, outreach and asessment librarian at Piedmont College. He is a Ph.D. candidate in adult education and human resource and organizational development at University of Georgia. His current research interests include employee engagement and disengagement, emotional labor, and emotions in the workplace. He has published in Business Studies Journal.

Edward Taylor, Piedmont College

Edward Taylor is associate dean at Walker School of Business and professor of strategic management and
leadership at Piedmont College. He received his Ph.D. in management from University of Kentucky. His research interests include managerial citizenship behaviors, workplace and classroom engagement, competitive advantage status assessment, and the integration of quality management systems with the strategic management process. He has published in Academy of Management Journal, Academy of Management Review, Journal of Business Research, International Journal of Conflict Management, and Business Studies Journal.

Downloads

Published

2012-12-05

Issue

Vol. 3 No. 1 (2012)

Section

ABR Journal Articles

License

Authors who publish with this journal agree to the following terms:

  1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
  2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
  3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).