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Understanding employee engagement during organisational crises
by
James Adonopoulos M.Lship., B.A.Pol&IntlRel.
Submitted in fulfilment of the requirements for the degree of
Doctor of Philosophy
Deakin University
August 2016
Figure 2.1: Crisis category matrix adapted from Coombs and Holladay (1998)
Faux pas Terrorism
Accidents Transgressions INTERNAL
EXTERNAL
UNINTENTIONAL INTENTIONAL
Figure 2.2: Crisis magnitude spectrum adapted from Herman et al (2004)
Insignificant Minor Moderate Major Catastrophic
• Consequences have a negligible impact.
• Risks can be contained by current processes.
• Consequences threaten efficiencies and effectiveness.
• Organisation is not at risk.
• Consequences may result in structural changes.
• Revenues may be impacted.
• Consequences threaten the operation of a service or product.
• Senior leaders’ attention is required.
• Consequences may threaten the organisation’s existence.
• Significant impact on stakeholders and loss of revenue.
Figure 2.3: Lifecycle of a crisis adapted from Fink (1986) and Mitroff (1994)
Prodromal Acute Chronic Resolution Learning
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Figure 2.4: Antecedents and consequences of employee engagement adapted from Saks (2006)
Antecedents
• Job characteristics • Perceived organisational support • Perceived supervisor support • Rewards and recognition • Procedural justice • Distributive justice
Employee engagement
Consequences
• Job satisfaction • Organisational
commitment • Intention to quit • Organisational citizenship
behaviour
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Figure 2.5: The JD-R model of employee engagement (Bakker 2009, p. 65)
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Work-related resources
• Human agency • Voice • Social support • Job satisfaction • Challenging work
Personal resources
• Hope • Resilience • Self-efficacy • Positive affect • Proactivity • Focus of attention • Conscientiousness • Autotelic
personality
Engagement
Demands
• Organisational crisis
Demands
Leadership style: • Laissez-faire • Autocratic
Figure 5.1: Crisis-specific adaptation of the JD-R Model – v1
Disengagement Deviant
behaviour
Performance
Resources
Leadership style: • Transformational • Transactional • Servant • Authentic
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Work-related resources
• Human agency • Voice • Social support • Job satisfaction • Challenging work
Personal resources
• Hope • Resilience • Self-efficacy • Positive affect • Proactivity • Focus of attention • Conscientiousness • Autotelic
personality
Engagement
Demands
• Organisational crisis
Demands
Leadership style: • Laissez-faire • Autocratic
Figure 5.1: Crisis-specific adaptation of the JD-R Model – v1
Disengagement Deviant
behaviour
Performance
Resources
Leadership style: • Transformational • Transactional • Servant • Authentic
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Work-related resources
• Human agency • Voice • Social support • Job satisfaction • Challenging work
Personal resources
• Hope • Resilience • Self-efficacy • Positive affect • Proactivity • Focus of attention • Conscientiousness • Autotelic
personality
Engagement
Demands
• Organisational crisis
Demands
Leadership style: • Laissez-faire • Autocratic
Figure 5.2: Crisis-specific adaptation of the JD-R Model – v2
Disengagement Deviant
behaviour
Performance
Work-related resources
• Human agency • Voice • Social support • Job satisfaction
Personal resources
• Hope • Resilience • Self-efficacy • Positive affect • Proactivity • Focus of attention • Conscientiousness • Autotelic
personality
Engagement
Demands
• Organisational crisis
Demands
Leadership style: • Laissez-faire • Autocratic
Figure 5.3: Crisis-specific adaptation of the JD-R Model – v3
Disengagement Deviant
behaviour
Performance
Work-related resources
• Human agency • Voice • Social support • Job satisfaction
Personal resources
• Self-efficacy • Positive affect • Proactivity • Focus of attention • Autotelic
personality
Engagement
Demands
• Organisational crisis
Demands
Leadership style: • Laissez-faire • Autocratic
Figure 5.4: Crisis-specific adaptation of the JD-R Model – v4
Disengagement Deviant
behaviour
Performance
Work-related resources
• Human agency • Voice • Social support • Job satisfaction
Personal resources
• Self-efficacy • Positive affect • Proactivity • Focus of attention • Autotelic
personality
Engagement
Demands
• Organisational crisis
Demands
Leadership style: • Laissez-faire • Autocratic
Figure 5.5: Crisis-specific adaptation of the JD-R Model – v5
Disengagement Deviant
behaviour
Performance
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