The Potential Role of Mindsets in Unleashing Employee Engagement

Keating, L. A., & Heslin, P. A. (2015). The potential role of mindsets in unleashing employee engagement. Human Resource Management Review, 25, 329-341

13 Pages Posted: 21 Oct 2016 Last revised: 24 Oct 2016

Date Written: December 20, 2015

Abstract

Engaged employees work vigorously, feeling dedicated and mentally absorbed in their work. Much is known about the kinds of jobs and work environments that stimulate employee engagement, yet levels of disengagement remain high in many organizations. To provide fresh insights into how to increase engagement, we draw on theory and research in social, educational, and organizational psychology to illuminate how mindsets are a personal resource that may influence employees' engagement via their enthusiasm for development, construal of effort, focus of attention, perception of setbacks, and interpersonal interactions. We outline several avenues for future research, as well as practical implications for organizational, managerial, and individual-level initiatives for increasing engagement via supporting employees in adopting and sustaining a growth mindset with regard to the challenges they encounter at work.

Keywords: mindsets, employee engagement

Suggested Citation

Keating, Lauren and Heslin, Peter A., The Potential Role of Mindsets in Unleashing Employee Engagement (December 20, 2015). Keating, L. A., & Heslin, P. A. (2015). The potential role of mindsets in unleashing employee engagement. Human Resource Management Review, 25, 329-341, Available at SSRN: https://ssrn.com/abstract=2856410

Lauren Keating (Contact Author)

UNSW Business School ( email )

UNSW Business School
High St
KENSINGTON, NSW 2052
Australia

Peter A. Heslin

UNSW Sydney ( email )

UNSW Business School
High St
KENSINGTON, NSW 2052
Australia

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