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.

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 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

Included in

Business Commons

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