An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model

• Published in: Human resource management review Vol. 30; no. 2; p. 100704
• Main Authors: Kwon, Kibum, Kim, Taesung
• Format: Journal Article
• Language: English
• Published: Greenwich Elsevier Inc 01.06.2020; Elsevier Science Ltd
• Subjects: Coping; Employee attitude; Employee engagement; Employee involvement; Human resource management; Innovative behavior; Integrative literature review; Internal public relations; Job demands; Job resources; Literature reviews; The JD-R model; Employee engagement; Innovative behavior; Job demands; Integrative literature review; Job resources; The JD-R model
• ISSN: 1053-4822; 1873-7889
• DOI: 10.1016/j.hrmr.2019.100704

The purpose of the current literature review is to (a) provide a comprehensive understanding of the relationship between employee engagement and innovative behavior through the lens of the JD-R model; (b) identify and revisit the guiding theories underpinning employee engagement studies; and (c) construct an integrated conceptual framework based on empirically validated factors and their relationships, along with relevant theories. An integrative literature review of 34 empirical studies indicates that employees perceive a mix of reasonably high demands and high resources to be ideal for their engagement, innovative behavior is a consequence of these delicate interactions, and engaged employees are more likely to behave innovatively by activating coping strategies to deal with challenges. Together, these findings suggest an integrated conceptual framework that refines the original JD-R model and that in doing so, better explicates the dynamics surrounding employee engagement and innovative behavior. Key implications for research and practice are provided. •Job resources exercise buffering effects to alleviate stress from job demands.•Unless excessive, employees may consider a mix of reasonably high demands and high resources to be ideal for engagement.•Job demands and resources are not entirely adversarial but interwoven in their effect on engagement and, in turn, innovation.•Engaged employees tend to behave innovatively by activating coping strategies to deal with challenges.•Together, these findings suggest an integrated conceptual framework that refines the original JD-R model.