Document Type
Article
Publication Date
4-21-2019
Keywords
employee engagement, performance, human resources, drivers of engagement
Abstract
For the prior two decades, employee engagement has been a subject of interest both in academic research and among managers. Organizations have invested vital resources in promoting employee engagement since employee engagement is identified as a critical driver of organizational performance. Engagement adds distinctly to an organization’s performance, driving to gains in quality, customer satisfaction, and long-term monetary results. In a world that is evolving both regarding the global essence of work and the diversity of the employees, engaged employees may be a core of an ambitious resource. Companies promoting employee engagement will achieve organizational goals effectively. Several employees look for settings where they can be engaged and know that they are participating positively. The paper presents the employee engagement framework enabling organizations to understand how engagement may differ by employee or group and recognize the key drivers that impact engagement at the workplace.
Faculty
Pilon School of Business
Journal
Journal of Management Research
Version
Publisher's version
Peer Reviewed/Refereed Publication
yes
Terms of Use
Terms of Use for Works posted in SOURCE.
Copyright
© Amena Shahid
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.
Original Publication Citation
Shahid, A. (2019). The employee engagement framework: High impact drivers and outcomes. Journal of management research, 11(2), 45- 54 doi:10.5296/jmr.v11i2.14612
SOURCE Citation
Shahid, Amena, "The Employee Engagement Framework: High Impact Drivers and Outcomes" (2019). Publications and Scholarship. 12.
https://source.sheridancollege.ca/pilon_publ/12
