Employee Engagement Model

Employees are well aware of the objectives of the organisation, are team oriented, ensure a pleasant atmosphere at work and strive towards achieving the set objectives.

Gatenby, Rees, Soane and Truss, (2008, p. 3), in an interim to the Chartered Institute of Personnel and Development defined employee engagement as delivering high quality performance at work, experiencing and sharing positive emotions and connecting to others.

W.D Kahn (1990) has been credited with conceptualising the major components of employee’s engagement. The model focuses on three aspects namely the cognitive, physical and emotion that need to be expressed by the employee while performing his duty. These psychological conditions must be satisfied in order for individuals

694), defines a person who is disengage as someone who withdraws from his responsibilities both physically and emotionally in the course of his duty. As per Khan’s definition, these employees have detached themselves from the organisation. For example, those individual will never volunteer to stay after office hours to ensure completion of urgent task thus giving the minimum effort possible. As per Cataldo, (2011, p. 6), these employees can damage everything in the workplace. They will tend to speak badly on the organisation, have a negative influence on their colleagues, expand their negative attitude and in the end, the result will be felt in the performance of the organisation. In this context, the most important question that the leader must ask is “what percentage of his team is engaged and what percentage is

The result of his experiments showed that workers get more influenced and motivated by emotional factors rather than economic factors. So, for example, recognition of a very good performance will be more impactful that a change in the working conditions itself. His work has set the scene for motivational theorists such as Hertzberg 2 factor theory, Maslow’s hierarchy of needs and Mc Gregor Theory X and Y.

From all these years, there have been an evolution from the industrial psychology approach to that of the total quality management approach and further to the organisational development. Pfeffer (1998) was successful in analysing and establishing a link between the Human Capital Management and high business performance. Employee’s engagement is now being considered as being an important aspect by the Human Capital Management