This article analyses the literature on the various interpretations and drivers of employee engagement and suggests a model of employee engagement that centres on the individual. While recognising the importance of drivers both internal and external to the individual, this article argues that employee engagement rests not with the external factors, ultimately, but with individual attitudes and behaviours. This article also analyses the results of the European Employee Engagement Survey and contrasts them against those of the literature review. While the two sets of results show discrepancies as well as similarities, both human resource (HR) practices and the HR practitioners’ perceptions alike indicate an increasing preoccupation with employee engagement as a direct contributor to business performance.
The article was published in Pannon Management Review:
Iris Kassim & Levente Komor: Drivers of employee engagement in European organisations: a human resource practitioner’s perspective