Bridging the Gap Between Research and Practice of Engagement: Toward a Collaborative Human Resource Development

Abstract

The Problem

As the discourse around employee engagement has continued to emerge as an interdisciplinary, intercultural, and interprofessional concept, the gap between research and practice of engagement still remains, making collaboration among HRD scholars and practitioners in developing an engaged workforce a huge challenge.

The Solution

To fill the gap between research and practice on engagement, ontological, epistemological, and focal views of various perspectives on engagement are reviewed. Conceptual commonalities and differences in the multiple definitions, theories, and frameworks of employee engagement are also discussed. By exploring the divergence and convergence in the engagement discourse, a common ground for collaborative HRD in developing an engaged workforce is identified. Finally, implications for HRD research and practice are provided.

The Stakeholders

The intended audience for this article is HRD scholars, practitioners, and employers interested in developing an engaged workforce and workplace.

Keywords

Engagement employee engagement human resource development theory practice gap

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