This book focuses on top-down and bottom-up antecedents for employee
engagement. It combines Operations Management (OM) with elements from
Human Resource Management (HRM) and Organizational Behavior (OB) to
answer the overarching question: "How is operations strategy formation
influenced by the individual employee?" Dedicated chapters investigate
key research questions, closing the integration gap between OM and
HRM/OB. The book develops and statistically analyzes an operations
strategy opportunity-motivation-ability framework. In addition, it
examines how basic need fulfillment and organizational fairness relate
to job satisfaction and performance.
By doing so, the book helps readers to better understand employees'
preferences and enables operations managers to foster
strategy-supportive behavior and job satisfaction more effectively in
their workforces.