Coupling behavioral dimensions of organizational innovation in the modern workplace: A qualitative review of the literature

To take part in their potent inclination, this paper intends to explore employee engagement and OCB literatures to investigate the interrelationships between employee engagement, OCB, and organizational effectiveness. A retrospective analysis is carried out of existing theoretical and empirical research studies to support the associative interrelationship between employee engagement, OCB, and organizational effectiveness. This integrative review subsequently considers two alternative models and propositions to establish causal relationships between employee engagement, OCB, and organizational effectiveness. Findings indicate that employee engagement has potential to drive OCB. This study suggests that value-based organizations through their HR architecture should adopt high performance HR practices to sustain high levels of employee engagement, since the psychological mechanism of engagement drives OCB by which an organization achieves effectiveness. The study contributes to employee engagement and organizational effectiveness literatures by adding the notion of employee engagement as a significant antecedent of organizational effectiveness through OCB.