Employee Engagement Strategies in Multispeciality Hospitals: A Critical Review and Integrated Conceptual Framework

Abstract

Abstract Healthcare organizations are more aware than ever that employee engagement is a critical issue, because the quality of healthcare is directly related to the people who provide it. Multispeciality hospitals are especially dynamic, which is certainly because of the variety of professionals involved, from doctors and nurses to administrative personnel, technicians and support staff, each with varying professional demands and workplace expectations. This paper critically reviews the literature and conceptual frameworks surrounding the concept of employee engagement and outlines the dominant strategies for building a work environment where employees are prepared and able to commit to their work. Issues of staff and resource availability, work–life balance, well-being, participation, recognition, training and development, communication, organizational culture and leadership support are discussed. The paper builds on the Job Demands–Resources perspective, Social Exchange Theory, and the Ability–Motivation–Opportunity framework, and suggests that employee engagement be viewed not as a collection of discrete HR programs but as a product of these three emerging theories. It should instead be regarded as a "process of organisation" that rests on the interaction between conditions of support and HR practices that have meaning for employees and can have a positive impact on their psychological bond with work. An integrated conceptual framework is suggested that connects organizational enablers, engagement strategies, employee engagement, employee behaviour and quality of patient services. Conceptual propositions and implications for hospital management and future research are presented in the paper’s conclusion.