employee engagement

Employee engagement nowadays plays a more and more crucial role in workplace, as a powerful measurement of individual performance. Engaged employees are able to fully understand organisation’s objectives and goals, align with its interest, maximise their productivity. Regardless its importance, the literature theories of employee engagement are only been developed over the past two decades. Therefore, how to better apply the theories and link them to practice in workplace gets more and more concerns. The aim of this article is to explore different factors that are able to significantly affect employee engagement through the studies of nine long-term care (LTC) facilities in Italy and the delivery business of New Zealand Post, moreover the study of FMCG Company in India helps to support the arguments statistically. Furthermore, we will seek corresponding strategies to improve employee engagement. In particular, effective leadership and developing opportunity have direct effects on increasing work engagement. Furthermore, positive work environment and other factors also play a significant positive role in stimulating work performance.
Employee engagement is defined as a partnership relationship between employees and organisation, which requires an individual’s involvement and enthusiasm for work, as well as active support from organisation. The concept of employee engagement was first published by Kahn (1990) who suggesting engagement is affected by meaningfulness, safety and availability, which is in relation to Maslach’s definition as ‘high levels of activation and pleasant’ (2001). Using the available positive psychology framework, engagement was further conceptualized as ‘an individual’s involvement, satisfaction with as well as enthusiasm for work’ (Harter et al., 2002, p.417). Moreover, Sak’s Multidimensional approach suggests that job engagement significantly differs from the organisational engagement on various job-related factors such as job