ABSTRACT

Wood, J., Oh, J., Park, J., & Kim, W. (2020). The relationship between work engagement
and work–life balance in organizations: A review of the empirical research. Human
Resource Development Review, 19(3), 240-262.
Abstract: Employers increasingly attempt to create the right environments where employees
experience work–life balance. At the same time, organizations concerned with their
organizational-level outcomes encourage improving employee work engagement. The
question becomes, how do employee work–life balance and work engagement relate to one
another? A similar question concerns human resource development (HRD) practitioners who
seek to help both employees with balancing their work and life and employers with their
organizational goals. A body of literature has examined the relationship between work–life
balance and work engagement, which we review in this article. We identify and synthesize
the findings of 37 articles empirically investigating the relationship between work–life
balance and work engagement. The findings showed the various antecedents, mediators,
and moderators that depict the relationships between work engagement and work–life
balance. Furthermore, we provide insight into HRD scholarship regarding how to clarify the
direction of causality between two concepts, which has been largely left inconclusive. Finally,
our article proposes insightful directions for future research and practice in the field of HRD.

Juchnowicz, M., & Kinowska, H. (2021). Employee well-being and digital work during the
COVID-19 pandemic. Information, 12(8), 293.
Abstract: The digitalisation of work is resulting in a transformation in the relationship
between employees and employers as well as the perception of quality of life. Under the
conditions of the COVID-19 pandemic, individuals whose work could be done with digital
tools were directed to work remotely. Performing work duties at a distance from the
workplace, colleagues, and supervisors affects the workplace resources available to
employees and can have an impact on employee well-being. The main purpose of this paper
is to analyse the relationship between remote working and employee well-being. The
research hypothesis was that there is a relationship between employee well-being and the
level of digitisation of work performed, as measured by the frequency of remote working.
This article presents the results of empirical research conducted in January 2021, using the
CAWI method, on a representative sample of Polish workers (n = 1000). An exploratory
factor analysis and logistic regression were carried out. The results point to the three-
dimensional nature of employee well-being, which includes workplace relationships, health,
and work–life balance. Based on the results, working exclusively remotely was shown to
negatively affect well-being in terms of workplace relationships and work–life balance. There
was no statistically significant association between remote working and subjective health
assessment. The results have important implications for the management of employee well-
being in remote working settings. Originality/value lies in the fact that the article provides
practical guidance in planning hybrid work arrangements.
Keywords:
corporate social responsibility; employee well-being; digital work; COVID-19

Basadur, M., Basadur, T., & Licina, G. (2012). Organizational development. In Handbook of
organizational creativity (pp. 667-703). Academic Press.
Abstract: This chapter addresses the need for organizations to develop more creative ways
of thinking and behaving to succeed in a turbulent world. Organizational Development (OD)
is a broad, loosely defined field of practice and inquiry that espouses the noble goal of
improving organizations and making them more effective. OD must be understood as an
ongoing continuous change-making organizational creativity management and leadership
process, not just a program of discrete interventions and philosophical values of “what's
good” for organizations. Effective OD is really implanting and sustaining a system of
organizational creativity that can be learned and mainstreamed to provide continuous and
deliberate adaptability. OD must be understood as a change-making process. In order to
implement specific OD interventions, one must first obtain skills in change making. Specific
interventions simply follow as tools and techniques to help implement the steps of the
organizational creativity process. Leaders must learn and adopt the corresponding new skills
and new ways of thinking and behaving. They must become effective change agents in their
everyday work and integrate many of the concepts, values and methods of OD into their
own repertoire of capabilities. Team building, employee engagement, high performance
system plant designs, task forces, and other OD concepts are becoming an integral part of
enlightened management practice.

Martins, N., & Coetzee, M. (2009). Applying the Burke-Litwin model as a diagnostic
framework for assessing organisational effectiveness. SA Journal of Human Resource
Management, 7(1), 1-13.
Abstract: This exploratory study investigated the utility of the Burke-Litwin model as a
diagnostic framework for assessing the factors affecting organisational effectiveness. The
research setting consisted of an international company, with a population comprising
representatives of more than 17 different nationalities. The purposive sampling method was
used to involve employee participants (N = 147) in focus groups and executive managers (N =
11) in semi-structured probing interviews. The factors identified related to both the
transformational and transactional dimensions of the Burke-Litwin model. The findings add
to the existing literature on factors causing organisational effectiveness and ineffectiveness
in cross-cultural organisational contexts.
Leitão, J., Pereira, D., & Gonçalves, Â. (2019). Quality of work life and organizational
performance: Workers’ feelings of contributing, or not, to the organization’s
productivity. International journal of environmental research and public health, 16(20),
3803.
Abstract: This is a pioneering study on the relationship between quality of work life and the
employee’s perception of their contribution to organizational performance. It unveils the
importance of subjective and behavioural components of quality of work life and their
influence on the formation of the collaborator’s individual desire to contribute to
strengthening the organization’s productivity. The results obtained indicate that for workers:
feeling their supervisors’ support through listening to their concerns and by sensing they
take them on board; being integrated in a good work environment; and feeling respected
both as professionals and as people; positively influence their feeling of contributing to
organizational performance. The results are particularly relevant given the increased weight
of services in the labour market, together with intensified automation and digitalization of
collaborators’ functions. The findings also contribute to the ongoing debate about the need
for more work on the subjective and behavioural components of so-called smart and
learning organizations, rather than focusing exclusively on remuneration as the factor
stimulating organizational productivity based on the collaborator’s contribution.
Keywords:
organizational performance; productivity; quality of work life

Shuck, B., & Reio Jr, T. G. (2014). Employee engagement and well-being: A moderation
model and implications for practice. Journal of Leadership & Organizational Studies, 21(1),
43-58.
Abstract: Poor workforce engagement can be detrimental to organizations because of the
ensuing decrease in employee well-being and productivity. The purpose of the present study
was to investigate the degree to which psychological workplace climate was associated with
personal accomplishment, depersonalization, emotional exhaustion, and psychological well-
being, and whether employee engagement moderated these relations. A sample of 216
health care employees from the United States, Canada, and Japan completed an online
survey. Regression results suggested that psychological workplace climate was significantly
related to each outcome variable; engagement moderated relations between workplace
climate and each of the four dependent variables. ANOVA results revealed that high
engagement group employees demonstrated higher psychological well-being and personal
accomplishment, whereas low engagement group employees exhibited higher emotional
exhaustion and depersonalization.
McGraw, R. B. (1993). Union–management interface: Using the competing values
framework as a diagnostic tool to bring increased involvement at the plant level. Human
Resource Management, 32(1), 51-73.
Abstract: This article describes an organizational intervention jointly sponsored by the
United Automobile Workers and the Ford Employee Involvement Executive Committee. The
intervention was needed to rejuvenate the existing employee involvement (EI) process
which had been in existence since the early 1980s. The EI process had achieved its purpose
of making significant cultural changes at Ford, but was viewed as narrow in scope in light of
existing organizational problems of quality, customer focus, and productivity. An
organizational intervention was designed jointly by a committee of union and management
personnel using the Competing Values Framework as a diagnostic tool to examine the
current organizational gaps in the majority of Ford's manufacturing facilities. The article
discusses the overall process and the significant results at four major plant facilities. © 1993
by John Wiley & Sons, Inc.

Matthews, R. A., Kath, L. M., & Barnes-Farrell, J. L. (2010). A short, valid, predictive
measure of work–family conflict: Item selection and scale validation. Journal of
occupational health psychology, 15(1), 75.
Abstract: The purpose of this research is to develop an abbreviated version of Carlson,
Kacmar, and Williams’s (2000) multidimensional measure of work–family conflict. The
abbreviated measure would have high utility in research situations in which a measure
representative of the entire theoretical construct is desired, but the use of a long measure is
precluded, as in diary and longitudinal designs. Two 3-item abbreviated measures based on
Carlson et al.’s multidimensional measures were developed, 1 to assess work-to-family
conflict and 1 to assess family-to-work conflict. Two samples were used to provide
concurrent and predictive validity evidence for the abbreviated measure. Results from Study
1 indicate that the abbreviated measure has the expected factor structure and exhibited
concurrent and predictive validity that replicated results found with Carlson et al.’s 18-item
measure. Results from Study 2 provide additional psychometric and construct validity
evidence for the abbreviated measure; the abbreviated measure was internally consistent,
exhibited good test–retest reliability, and was systematically related to measures of role
stressors, work–family balance, and well-being outcomes. (PsycInfo Database Record (c)
2025 APA, all rights reserved)

Swe, K. T. H., & Lu, L. H. (2019). The enhancement of employee engagement to reduce
employee turnover intention and improve employee job satisfaction: action research on
Mirac Company in Yangon, Myanmar. ABAC ODI Journal Vision. Action. Outcome, 6(1), 123.
Abstract: This action research was conducted employing both quantitative and qualitative
methods and aims to reduce employee turnover intention and improve employee job
satisfaction through enhancement of employee engagement in a Myanmar-Japan joint
venture local recruitment company, Mirac, with 36 employees. The objectives were to
analyze the current situation of Mirac Company in terms of Employee Engagement,
Employee Job Satisfaction and Employee Turnover Intention ; to develop and design
appropriate ODIs to improve Employee Engagement, Employee Job Satisfaction and to
lessen the Employee Turnover Intention; to determine the impact of organization
development intervention (ODIs) on Employee Engagement, Employee Job Satisfaction and
Employee Turnover Intention ; to assess the causal relationships between Employee
Engagement and Employee Job satisfaction and to assess the causal relationship between
Employee Engagement and Employee Turnover Intention ; to design a three year proposed
Logical Framework for the organization to sustain the positive change. Data collection was
carried out through survey questionnaire, semi-structured interviews, focus group
discussion and informal observations. OD interventions were designed with inputs from the
employees and management. The impact of ODI was analysed by using paired t tests and
simple linear regression. The results indicate that a strong significant connection between
employee engagement and job satisfaction as well as employee turnover intention (leaving)
while prosocial motivation was identified as an additional driver of employee engagement.
Key words: employee engagement, employee turnover intention (staying) and (leaving),
sustaining positive change, employee job satisfaction, extrinsic, intrinsic and prosocial
motivation.

Hanson, G. C., Hammer, L. B., & Colton, C. L. (2006). Development and validation of a
multidimensional scale of perceived work-family positive spillover. Journal of occupational
health psychology, 11(3), 249.
Abstract: Although the benefits of participating in both work and family have been
recognized for more than 30 years (Sieber, 1974), limited empirical research exists. One
reason for this oversight is the absence of a well-established scale to measure these
benefits. We present a new multidimensional scale of perceived work-family positive
spillover. We conducted two studies that aided the development and validation of this scale.
Our scale measures three types of work-family positive spillover: behavior-based
instrumental positive spillover, value-based instrumental positive spillover, and affective
positive spillover. Each of these three types of positive spillover occurs in two directions:
from work to family and from family to work. We further evaluate the scale's construct
validity in relation to role satisfaction and self-reported mental health. (PsycInfo Database
Record (c) 2025 APA, all rights reserved).

Bednarska, M. A. (2013). Quality of work life in tourism–implications for competitive

advantage of the tourism industry.
Abstract: Tourism is an extremely labour intensive and high-contact industry. Competing
effectively with rival organizations requires not only a sufficient number of employees but
first of all employees equipped with appropriate competencies. Nowadays human capital is
of vital importance as it is the critical asset that creates sustainable competitive advantage.
The ability to acquire and retain skilled, motivated and engaged personnel depends on the
attractiveness of the career offered by employers. The aim of the paper is to identify job
characteristics affecting work quality in tourism in the context of gaining competitive
advantage of the tourism industry. The paper analyses the results of the fifth wave of the
European Working Condition Survey run by Eurofound in 2010. Special attention is paid to
facets that may affect significantly job satisfaction and, consequently, constitute key drivers
of competitive advantage and tourism industry development; these include: financial
conditions of employment, opportunities for vocational development, social relations, and
work-life balance. Keywords: Quality of work, human resources, competitive advantage,
tourism industry, European Union

Hallberg, U. E., & Schaufeli, W. B. (2006). “Same same” but different? Can work
engagement be discriminated from job involvement and organizational
commitment?. European psychologist, 11(2), 119-127.
Abstract: The present study investigates whether work engagement (measured by the
Utrecht Work Engagement Scale; UWES) could be empirically separated from job
involvement and organizational commitment. In addition, psychometric properties of the
Swedish UWES were investigated. Discriminant validity of the UWES was tested through
inspection of latent intercorrelations between the constructs, confirmatory factor analyses,
and patterns of correlations with other constructs (health complaints, job and personal
factors, and turnover intention) in a sample of Information Communication Technology
consultants (N = 186). Conclusion: Work engagement, job involvement, and organizational
commitment are empirically distinct constructs and, thus, reflect different aspects of work
attachment. The internal consistency of the Swedish UWES was satisfactory, but the
dimensionality was somewhat unclear.

Ayanponle, L. O., Awonuga, K. F., Asuzu, O. F., Daraojimba, R. E., Elufioye, O. A., &
Daraojimba, O. D. (2024). A review of innovative HR strategies in enhancing workforce
efficiency in the US. International Journal of Science and Research Archive, 11(1), 817-827.
Abstract: The future of Human Resources (HR) strategies unfolds against a backdrop of
technological innovation, changing workforce dynamics, and evolving organizational
priorities. This paper explores critical trends shaping the future of HR, including advanced
technology integration, a heightened focus on employee experience, the rise of hybrid work
models, an emphasis on skills development, and the evolution of leadership. As
organizations prepare for the future of work, the synthesis of technology with a human-
centric approach emerges as pivotal. Successful HR strategies will navigate challenges,
prioritize employee well-being, foster continuous learning, and align organizational values
with the aspirations of a purpose-driven workforce.
Keywords: HR strategies; Technological innovation; Employee experience; Skills
development; Leadership evolution

Shuck, B., Reio Jr, T. G., & Rocco, T. S. (2011). Employee engagement: An examination of
antecedent and outcome variables. Human resource development international, 14(4),
427-445.
Abstract: This correlational study (n = 283) examined the links between job fit, affective
commitment, psychological climate, and employee engagement, and the dependent
variables, discretionary effort, and intention to turnover. An Internet-based survey battery of
six scales was administered to a heterogeneous sampling of organizations from service,
technology, healthcare, retail, banking, nonprofit, and hospitality fields. Hypotheses were
tested through correlational and hierarchical regression analytic procedures. Job fit, affective
commitment, and psychological climate were all significantly related to employee
engagement, while employee engagement was significantly related to both discretionary
effort and intention to turnover. For the discretionary effort model, the hierarchical
regression analysis results suggested that the employees who reported experiencing a
positive psychological climate were more likely to report higher levels of discretionary effort.
As for the intention to turnover model, the hierarchical regression analysis results revealed
that affective commitment and employee engagement predicted lower levels of employees'
intention to turnover. The combination of predictors demonstrated strong effects in that the
independent variables in each model predicted at least 38.0% of the variance in the
dependent variable. Implications for human resource development research and practice are
highlighted as possible strategic leverage points for creating conditions that facilitate the
development of employee engagement as a means for improving organizational
performance.

Suomi, K., Saraniemi, S., Vähätalo, M., Kallio, T. J., & Tevameri, T. (2019). Employee
engagement and internal branding: two sides of the same coin?.
Abstract: This study examines the link between employee engagement and internal
branding. It seeks to understand which antecedent factors healthcare professionals consider
important for employee engagement and what kinds of implications this engagement-
related information may have for internal branding. The study reviews the literature on
employee engagement and internal branding and presents a conceptualisation of the linkage
between the two concepts. The empirical portion content analyses more than 1200 answers
to open questions to examine employee engagement in the case organisation, a large
private healthcare organisation in Finland. The findings suggest the following eight
antecedent factors to be particularly important for healthcare professionals’ employee
engagement: organisational culture, reward, working environment, training, HR practices,
reputation and values, communication, and physical environment. Based on the empirical
and theoretical analyses, it can be said that the antecedent factors of employee engagement
and elements of internal branding can be considered two sides of the same coin.

Bibliography

1. Wood, J., Oh, J., Park, J., & Kim, W. (2020). The relationship between work engagement
and work–life balance in organizations: A review of the empirical research. Human
Resource Development Review, 19(3), 240-262.

2. Juchnowicz, M., & Kinowska, H. (2021). Employee well-being and digital work during
the COVID-19 pandemic. Information, 12(8), 293.

3. Basadur, M., Basadur, T., & Licina, G. (2012). Organizational development. In Handbook
of organizational creativity (pp. 667-703). Academic Press.

4. Martins, N., & Coetzee, M. (2009). Applying the Burke-Litwin model as a diagnostic
framework for assessing organisational effectiveness. SA Journal of Human Resource
Management, 7(1), 1-13.

5. Leitão, J., Pereira, D., & Gonçalves, Â. (2019). Quality of work life and organizational
performance: Workers’ feelings of contributing, or not, to the organization’s
productivity. International journal of environmental research and public health, 16(20),
3803.

6. Shuck, B., & Reio Jr, T. G. (2014). Employee engagement and well-being: A moderation
model and implications for practice. Journal of Leadership & Organizational
Studies, 21(1), 43-58.

7. McGraw, R. B. (1993). Union–management interface: Using the competing values

framework as a diagnostic tool to bring increased involvement at the plant
level. Human Resource Management, 32(1), 51-73.
8. Matthews, R. A., Kath, L. M., & Barnes-Farrell, J. L. (2010). A short, valid, predictive
measure of work–family conflict: Item selection and scale validation. Journal of
occupational health psychology, 15(1), 75.

9. Swe, K. T. H., & Lu, L. H. (2019). The enhancement of employee engagement to reduce
employee turnover intention and improve employee job satisfaction: action research
on Mirac Company in Yangon, Myanmar. ABAC ODI Journal Vision. Action.
Outcome, 6(1), 123.

10. Hanson, G. C., Hammer, L. B., & Colton, C. L. (2006). Development and validation of a
multidimensional scale of perceived work-family positive spillover. Journal of
occupational health psychology, 11(3), 249.

11. Bednarska, M. A. (2013). Quality of work life in tourism–implications for competitive

advantage of the tourism industry.

12. Hallberg, U. E., & Schaufeli, W. B. (2006). “Same” but different? Can work engagement
be discriminated from job involvement and organizational commitment? European
psychologist, 11(2), 119-127.

13. Ayanponle, L. O., Awonuga, K. F., Asuzu, O. F., Daraojimba, R. E., Elufioye, O. A., &
Daraojimba, O. D. (2024). A review of innovative HR strategies in enhancing workforce
efficiency in the US. International Journal of Science and Research Archive, 11(1), 817-
827.

14. Shuck, B., Reio Jr, T. G., & Rocco, T. S. (2011). Employee engagement: An examination
of antecedent and outcome variables. Human resource development
international, 14(4), 427-445.

15. Suomi, K., Saraniemi, S., Vähätalo, M., Kallio, T. J., & Tevameri, T. (2019). Employee
engagement and internal branding: two sides of the same coin?.