The engagement continuum model using corporate social responsibility as an intervention for sustained employee engagement Research leading practice
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abstract
Purpose The purpose of this paper is to explore implications of motivational potential that are highly correlated to the self-determination theory (SDT) (intrinsic motivating factors), in relation to corporate social responsibility (CSR). This paper specifies key antecedents of engagement within the theoretical framework of the self-determination theory as it relates to employee engagement and CSR. Design/methodology/approach The methods used for the purpose of this paper include a review of the relevant literature utilizing the descriptors of employee engagement, SDT and CSR. Alternative descriptors were not queried. The authors then selected articles that were found to be most cited, reviewed such articles and began to analyze the literature, synthesize and formulate connections. Findings Based on research findings, a conceptual model was formulated and posited for research and practice. It is demonstrated in the paper that employee engagement has a wide range of benefits for all involved and focuses on key antecedents of engagement created through CSR initiatives and intrinsic motivating factors as pointed out from SDT, which may serve to provide a comprehensive representation of the likely influences of intrinsic motivating drivers on employee engagement. Research limitations/implications The main limitations of this paper is that it is conceptual in nature and, hence, the need for a study designed to empirically test the conceptual model developed in this research. Originality/value The result and contribution to the field of human resource development is the development of the engagement continuum model from which employee engagement emerges through the dynamic interplay of CSR as an intervention, creating positive results using the theoretical framework of SDT and resulting in a perceived sustained state of employee engagement.
