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Human Resource Development Review
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What's this?

Beyond Engagement:Toward a Framework and Operational Definition for Employee Work Passion

Drea Zigarmi

The Ken Blanchard Companies and the University of San Diego

Kim Nimon

University of North Texas

Dobie Houson

The Ken Blanchard Companies

David Witt

The Ken Blanchard Companies

Jim Diehl

The Ken Blanchard Companies

The purpose of this article is to respond to the lack of consistency in the academic and practitioner literature regarding the construct of employee engagement and to offer a platform for the research and use of a refined construct called employee work passion. This article analyzes the differences between the concepts of engagement of the two groups of writers and proposes a new definition and framework based on social cognitive theory. Three recommendations are made for human resource development researchers and practitioners who seek to improve both the data and the strategies used in constructing engagement or work passion surveys. Engagement or passion surveys should (a) specifically and convincingly assess the affective components of the appraisal process, (b) differentiate descriptive cognitions and intentions, and (c) separate and corroborate intentions from behaviors.

Key Words: employee work passion • engagement • workplace commitment

This version was published on September 1, 2009

Human Resource Development Review, Vol. 8, No. 3, 300-326 (2009)
DOI: 10.1177/1534484309338171
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