Purpose and Background
This article bring together the two distinct constructs of employee engagement and psychological well-being. Both created the interest of both practitioners but now a days they are separately considered but both constructs to develop the proposition that current views of engagement are too narrow that means narrow focus on employee engagement concentrates too heavily on employee commitment. This article demonstrate that integrated construct of “full engagement” provides a better theoretical and practical viewpoint. Employee engagement has become a very important issue and research from survey reveals low level of employee engagement. The evidence which show high levels of interest in employee well-being is more difﬁcult to ﬁnd on a global basis but there is evidence that interest is growing, at least in some countries. There is also interest at national govt. level in well being.
Employee and sociological well being
The high levels of psychological well-being and employee engagement play a central role in delivering some of the important outcomes that are associated with successful, high performing organisations. The first research is directly correlated with performance. These studies show that people with higher levels of psychological well-being perform better at work than those with lower psychological well-being. As well as the research linking psychological well-being with performance. The variance in reported levels of employee productivity was predicted by psychological well-being, the perceived “commitment of the organisation the employee” and “resources and communication”. For employees, psychological well-being is linked to important individual outcomes, including a range of mental and physical health issues, with lower levels of psychological well-being linked to poorer health. The impact of job strain on the individual has been