HRM-5014 v2

Grimmer, C. J. (2020). Building up a culture of safety through praise: The power of affirming positive behavior. Professional Safety, 65(4), 43-44.
This author discusses how a culture of praise is developed when workers regularly receive positive reinforcement when positive behaviors are exhibited. It provides insights into how managers who lead with a recognition instead of a stick discipline achieve higher productivity, engagement, and retention.

Bakker A. B., Demerouti, E., & Sanz-Vergel A. I., (2014). Burnout and work engagement: The JD-R Approach. Annual Review of Organizational Psychology and Organizational Behavior, 1(1),389-411.
In this article, the authors discuss the main definitions and conceptualizations of work engagement and burnout. They review the most important antecedents of burnout and work engagement by examining situational and individual predictors and the possible consequences of burnout and engagement and integrate the research findings using job demands–resources theory.

Culture and engagement. 2019 trends in global employee engagement. (2019). KINSENTRIC, A Spencer Stuart Company.
This author discusses the factors that drive employee engagement. As part of its proprietary engagement model, the author identifies “work experience factors” that impact engagement.

Shah V. (2019). Six tips for engaging and retaining employees. Clinical Laboratory News, 45(6), 1-3.
This article focuses on the challenges of finding, but more importantly, keeping the succeeding generations of employees involved and satisfied since baby boomers are nearing their retirement years.

Thibault Landry, A., Schweyer, A., & Whillans, A. (2017). Winning the war for talent: Modern motivational methods for attracting and retaining employees. Compensation & Benefits Review, 49(4), 230-246.
This article focuses on relevant evidence that explains the importance of workplace rewards and recognition. Based on a review and synthesis of the current literature, the authors make the case that organizations should move beyond salary and traditional cash rewards to place greater emphasis on nonpecuniary, tangible, and intangible rewards and recognition initiatives and align rewards with universal psychological needs.