employee engagement research papers 2018

Source own elaboration.

The vast majority of analyzed studies had a cross-sectional structure of source data, thus they were conducted at one point in time. The consequence of this type of analysis design is the difficulty in determining the causal inference between variables, which, in the context of this review, is the association between employee engagement and various aspects of performance. However, it is proven that meeting certain requirements can strengthen causal inference and mitigate the risk of common-method variance [ Rindfleisch et al., 2008 ]. According to Rindfleisch et al. [2008, p. 276], cross-sectional data are applicable especially for studies that are well embedded in theory, use reliable measurement scales and statistical tools, and involve well-educated respondents.

In the case of 13 analyzed studies, the source data had a longitudinal or time-lag structure, which means that the variables had been quantified at least twice over time [ Alessandri et al., 2018 ; Bal and De Lange, 2015 ; Halbesleben and Wheeler, 2008 ; Karatepe, 2011 ; Karatepe and Aga, 2016 ; Karatepe and Olugbade, 2016 ; Khan and Malik, 2017 ; Myrden and Kelloway, 2015 ; Tims et al., 2015 ; Wang et al., 2015 ; Xanthopoulou and Bakker, 2008 ; Xanthopoulou et al., 2009 ; Yalabik and Popaitoon, 2013 ]. Successive measurements of the same variables enable more unambiguous identification of the causal link between them. However, a drawback is the risk of reducing the rate of responses received for repeated measurements, as well as the occurrence of intermediate events, which could disrupt the results of a study [ Burkholder and Harlow, 2003 ].

The next division of reviewed publications can be made by taking into account the directness of relationship between employee engagement and its consequences. Among the analyzed articles, in 89% of the cases, the authors have examined only the direct relationship between the variables. In other publications, the link has been supplemented by an additional mediating factor (motivation, workplace optimism, service climate, team orientation, and learning goal orientation). Their introduction was aimed at strengthening the original relationship, which has been proved by the studies’ results.

Forty-eight studies found a statistically significant relationship between employee engagement and task performance, although one study concluded that only organizational engagement (one of the engagement dimensions) is related to the individual level of task performance [ Kim and Koo, 2017 ]. Forty-six studies examined the association between work engagement and contextual performance in terms of the following behavioral aspects: organizational citizenship behavior, extra-role behavior, innovative behavior, employee retention (positive), turnover, absence intention (negative), organizational and career commitment, initiative, active learning behavior, knowledge sharing, creativity, proactivity, counterproductive behavior (negative), adaptability, decision-making quality, and safety behaviors. Thirty-six of these studies fully confirmed the formulated hypotheses, whereas 10 showed mixed results. Gordon and Demerouti [2015] found that work engagement was an antecedent only of daily analytical decision-making, however, not of intuitive decision-making. Halbesleben and Wheeler [2008] revealed that engagement was not significantly related to turnover intention (negative relation). Two studies found that work engagement was not associated with organizational citizenship behavior [ Tims et al. 2015 , Zhong et al. 2016 ]. Saks [2006] concluded that only organization engagement predicted organizational citizenship behavior. Albdour and Altarawneh [2014] and Farndale et al. [2014] confirmed that organization engagement was not significantly related to continuance commitment, one of the organizational commitment components. Reijseger et al. [2017] found that employee engagement was not associated with counterproductive behavior (negative relation). Kim and Koo [2017] concluded that organization engagement was not significantly related to innovative behavior. In the study of Shuck et al. [2015], the relationship between employee engagement and behavioral outcomes depended on the scale used to measure engagement. Results were statistically significant when UWES-9 was applied but inconclusive when the Job Engagement Scale was used.

Seven studies found a statistically significant link between employee engagement and financial performance (revenue, profit, and inventory shrinkage cost), although one concluded that engagement was associated only with profit but not turnover [ Dijkhuizen et al., 2016 ]. Seven studies focused on the association between engagement and nonfinancial performance (environmental performance, customer satisfaction, number of employees, and safety level). In six of these studies, the hypotheses formulated by the authors were confirmed, whereas one did not find a statistically significant link between entrepreneur engagement and the level of company’s employment [ Dijkhuizen et al., 2016 ].

The literature review on the association between work engagement and various performance categories proves the growing interest of researchers in the subject. To put it in context, 50 out of the 71 analyzed papers have been written in the past 5 years. Overall, authors have conducted empirical studies in 25 countries, in diverse geographical regions, based on data from various industries such as financial services, education, construction, or hospitality. However, ordering and categorization of prior studies revealed the uneven distribution of the analyzed research across six categories, which were defined to reflect the different types and levels of performance. There is a particular deficiency in studies on the association between engagement and outcome performance aspects, as well as association between engagement and performance on aggregated (team and organizational) levels.

The conceptualization of employee engagement is well established, with domination of the Utrecht Group construct of engagement and the corresponding definition, as it was adopted by more than three-quarters of the reviewed literature. All definitions, however varying and emphasizing different aspects and dimensions of engagement, are based on Kahn’s concept of personal engagement, demonstrating their belonging to the same conceptual approach. The majority of studies shared not only the same conceptual framework but also the same methods of research. The UWES variants, the UWES-9 and the UWES-17, developed by Schaufeli and Bakker, have been applied in 79% of the analyzed papers. Data sources that have been used to quantify the level of employee performance were limited mainly to self-reported questionnaires (61% of all studies used only this type of data source). Six studies relied on companies’ hard data such as financial results and performance indicators. In terms of statistical modeling, the authors applied methods typical for management research using scale-based surveys [ Davcik, 2014 ]. Thus, 59% of the reviewed papers benefited from various forms of structural equation modeling.

In the case of 59 publications, the conducted analysis fully confirmed the authors’ hypotheses, proving the existence of a statistically significant relation between employee engagement and various performance categories. In this group, 11 out of 13 studies had a longitudinal or time-lag design, which more unequivocally verified the causal relationship between the variables [ Burkholder and Harlow, 2003 ]. The hypotheses formulated in the remaining publications (12 out of 71 papers) were only partially confirmed. In one case, the strength of the correlation depended on the tools used to quantify the level of employee engagement. In the remaining studies, part of employee engagement-related implications, such as intuitive decision-making quality, individual dimension of organizational citizenship behavior, and turnover intention (negative relationship), were not confirmed.

Categorization of prior studies on the association between employee engagement and performance revealed the research areas requiring further exploration. The agenda of future research ought to include more studies exploring links between engagement and both financial and nonfinancial dimensions of outcome performance. Furthermore, subsequent studies can contribute to the body of knowledge by focusing more on the association between engagement and performance on both team and organizational levels, which are underrepresented, compared to studies considering performance on the individual level.

Well-established research methods will certainly be beneficial in further exploration of the subject and, consequently, in the development of existing knowledge. However, greater effort should be directed at using more objective source data, rather than the most common self-reported questionnaires [ Podsakoff et al., 2003 ]. Among them, analysis based on financial results would be particularly beneficial. Obtaining source data of this type is generally more difficult than in the case of other analyzed causal links; nonetheless, results of these studies would probably be the most compelling for employers. In order to unequivocally confirm the direction of causality in the analyzed relationships, researchers should conduct more studies of longitudinal nature. Although cross-sectional studies, when designed properly, can provide limited evidence for causality, it is preferable to rely on measurements repeated over time, as they firmly prove temporal–causal inferences [ Rindfleisch et al., 2008 ]. While the majority of research studies used UWES scales for assessing engagement, doubts still remain about the measure. Kulikowski [2017] argues that its factorial validity is ambiguous, whereas Viljevac et al. [2012] raise concern about its discriminant validity with regard to job satisfaction. Therefore, it is recommended to research more on the measurement of work engagement, as current, well-established scales may have limitations.

A growing body of scientific evidence on the positive effects of employee engagement should lead to an equally intense research on its antecedents. Only a thorough understanding of the factors generating work engagement will allow the implementation of effective programs and practices, securing the growth of organizations in this aspect of their activity [ Wollard and Shuck, 2011 ]. In this context, it is essential for the further research to include generational diversity that can be found in most companies. The study by Akhavan Sarraf et al. [2017] proves that there are significant inequalities in employee engagement levels between generations, and also that individual engagement constructs can differ based on employees’ age. Presumably, the sources of work engagement of today’s 30-year-old employees are significantly different from the antecedents that develop engagement in the generation of their parents. As a result, effective management of employee engagement can lead not only to its growth in all workers’ age groups, but also reduce the common lack of mutual understanding between generations in their approach to work and expectations toward employer.

In practical terms, the literature review confirmed the wide range of implications related to employee engagement on the functioning of companies. In addition to general work performance indicators, researchers proved the impact of engagement on particularly valued attitudes, such as innovativeness, active learning behavior, knowledge sharing, and adaptability. From a pragmatic business standpoint, work engagement leads to the development of an organization, defined as a growth of revenues, net income, and employment [ Gorgievski and Moriano, 2014 ]. The current global trend of the labor market to transform itself into an employee market, together with the low overall level of work engagement, should incline companies to develop their HR strategies recognizing the importance of this construct. Nevertheless, the process requires certain investments in antecedents of engagement [ Wollard and Shuck, 2011 ], adjusting the organization to the new demands, enabling employers to calculate the return on engagement and, on this basis, making more-informed managerial decisions.

The article is not free from the limitations typical of this kind of literature reviews [ Petticrew and Roberts, 2006 ]. The limitations are associated with the method applied in order to select publications for analysis. The first one concerns the criteria that had to be met in order for the empirical study to qualify for the review (selection of papers based on rigidly defined expressions in their abstracts). Furthermore, researchers suggest distinguishing the concept of performance from that of effectiveness and productivity [ Campbell et al., 1993 ], which, if taken into account, could also influence the final number of selected articles. The second constraint is associated with the limited number of online databases that supported the search process. Finally, the review does not include conceptual papers that potentially could enhance it in terms of theoretical aspects of the concept of work engagement.

Main Street Macro : The landing: It’s not how, it’s where.

The Global Study of Engagement | 2018

More from this research

Full Research Report

The global study of engagement 2018, white paper.

A Summary of Trends in Check-In Behaviors

HR Tech Keynote: What Truly Drives Engagement Around the World?

Executive Summary

Top 10 Findings: The Global Study of Engagement

Infographic

Explore Engagement Around the World

Focus on Teams Drives Engagement in the Workplace

The Power of Hidden Teams

Full Report

by Dr. Mary Hayes, Dr. Fran Chumney, Dr. Corinne Wright, Marcus Buckingham

In our continued endeavor to understand the shifts in engagement around the world, we have surveyed a random sample of 19,346 full-time and part-time employees across 19 countries. This study repeated a similar global study we conducted across 13 countries. We asked employees about many aspects of how they view their work, including a validated eight-question measure of engagement developed over the last decade.

84% of employees aren't fully engaged at work.

From our prior research, we know that being “Fully Engaged” at work is the best predictor of improved work performance and productive behaviors. So, we also examined the conditions present for workers who are “Fully Engaged” at work and contrasted this with the conditions of workers who are simply, “Coming to Work” — workers who aren’t necessarily disengaged but not contributing all that they could.

This research reveals what drives engagement most and how to create an environment for these drivers to occur inside an organization. Download the Technical Report for a complete description of our methods and findings, and to learn more about the importance of teams, team leader trust, and the ability for workers to use their strengths every day.

Get the Full Report

Key Insights

We look forward to staying connected and sharing our latest research and discoveries about the world of work.

Stay Connected

We will send you an email with our latest research and discoveries about the world of work as they are published. Enter your email and be the first to learn what we've discovered.

By clicking the button below, you acknowledge that you have read our Privacy Statement and agree to our Terms of Use .

Your privacy is assured.

Stay up to date with Today at Work

• Organizational Psychology
• work performance

Employee Engagement as An Effort to Improve Work Performance: Literature Review

• January 2021
• International Journal of Social Sciences 2(1):41-49

• Universitas Muhammadiyah Purwokerto

Abstract and Figures

Discover the world's research

• 25+ million members
• 160+ million publication pages
• 2.3+ billion citations
• Pambudi Widiatmaka
• Sukirno Sukirno
• Ali Muktar Sitompul

• Ezzah Nahrisah
• Herdinda Oktaviani

• Alizar Hasan

• MANAGE DECIS
• Divya Divya
• Priya Chetty
• Ashish Mathur

• Deborah Shiroko Kwasira
• Daniel .M. Wanyoike

• Nik Hasnaa Nik Mahmood

• Andhie Novien Dwi Ananta

• Recruit researchers
• Join for free
• Login Email Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google Welcome back! Please log in. Email · Hint Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google No account? Sign up

Employee Engagement as Human Motivation: Implications for Theory, Methods, and Practice

• Regular Article
• Published: 28 December 2022
• Volume 57 , pages 1223–1255, ( 2023 )

Cite this article

• J. David Pincus   ORCID: orcid.org/0000-0003-3523-2912 1 , 2  

14k Accesses

14 Citations

13 Altmetric

Explore all metrics

The central theoretical construct in human resource management today is employee engagement. Despite its centrality, clear theoretical and operational definitions are few and far between, with most treatments failing to separate causes from effects, psychological variables from organizational variables, and internal from external mechanisms. This paper argues for a more sophisticated approach to the engagement concept, grounding it in the vast psychological literature on human motivation. Herein lies the contribution of our paper; we argue that the apparent diversity of operational definitions employed by academics and practitioners can be understood as tentative attempts to draw ever nearer to key motivational concepts, but never quite get there. We review the leading definitions of employee engagement in the literature and find that they are reducible to a core set of human motives, each backed by full literatures of their own, which populate a comprehensive model of twelve human motivations. We propose that there is substantial value in adopting a comprehensive motivational taxonomy over current approaches, which have the effect of “snowballing” ever more constructs adopted from a variety of fields and theoretical traditions. We consider the impact of rooting engagement concepts in existing motivational constructs for each of the following: (a) theory, especially the development of engagement systems; (b) methods, including the value of applying a comprehensive, structural approach; and (c) practice, where we emphasize the practical advantages of clear operational definitions.

Similar content being viewed by others

The Engagement Catalyst Initiative: How One Global Organization Activates and Energizes Employee Engagement

Employee Engagement Concepts, Constructs and Strategies: A Systematic Review of Literature

Driving Employee Engagement in Today’s Dynamic Workplace: A Literature Review

Avoid common mistakes on your manuscript.

Introduction

Despite the centrality of the employee engagement concept, clear theoretical and operational definitions are few and far between, with most treatments failing to separate causes from effects, psychological variables from organizational variables, and internal from external mechanisms. This paper argues for a more sophisticated approach to the engagement concept, grounding it in the vast psychological literature on human motivation.

The Current State of Theory

In social science research, it is always good practice to try to distinguish causes and effects in theoretical models, resulting in testable propositions. Much of the theoretical work of both academics and practitioners Footnote 1 in the domain of employee engagement has unfortunately neglected this fundamental step, instead adopting a list generation approach, enumerating all the exogenous and endogenous variables that could, should, or might be expected to co-occur with engagement. This approach has returned long lists of items with little regard for separating causes from effects, psychological variables from organizational variables, states from traits, and the cognitive from the emotional from the behavioral. In a literature review, Kular et al., ( 2008 ) concluded that despite the “great deal of interest in engagement, there is also a good deal of confusion. At present, there is no consistency in definition, with engagement having been operationalized and measured in many disparate ways.” Nearly a decade later in a subsequent literature review, Dewing & McCormack ( 2015 ) observe that “it is a challenge to find much substance or a clear definition for the concept of engagement… Further, it is unclear how the construct relates to other existing similar concepts…” (p. 2). As suggested by these, and indeed virtually all authors on this subject, the term employee engagement has remained stubbornly muddled, conflated, and confused, a victim of entangled, conflated pseudo-definitions that overlap heavily with related but distinct concepts such as job engagement, work engagement, organizational engagement, intellectual-social-affective engagement, and collective organizational engagement (Albrecht, 2010 ). In this way, the academic and practitioner literatures have been subjected to a kind of “snowballing effect” as authors apply different theoretical models bringing with them a host of new constructs, while also applying ever more synonyms for existing constructs (for examples, see list of keywords used in literature review below).

The need for conceptual clarity is particularly acute for the concept of engagement. By one account, few business concepts have resonated as strongly as has employee engagement (Schneider et al., 2009 ). This strong and growing interest is confirmed by Google Trends (accessed August 28, 2020), which shows a steady upward trend in Google searches involving the phrase “employee engagement” beginning in April 2004 (their earliest data) at an index of 0, increasing to an index of 100 in July 2020 (indicating the strongest search volume to date). It is important to note that, despite the obvious relevance of the engagement concept to employee emotional wellness, this upward trend in interest pre-dates the current COVID-19 pandemic. Furthermore, studies have found significant linkages between employee engagement and physical and mental health (Harter et al., 2003 ; Porath et al., 2012 ; Sonnentag, 2003 ; Spreitzer et al., 2005 ). In light of this trend, providing a clear definition of employee engagement isn’t just a good idea for developing theory and measurement, it may be important for improving public health.

Although no universally accepted definition of employee engagement exists, Shuck ( 2011 ) has extensively reviewed the literature and identified four dominant research streams: Kahn’s ( 1990 ) need-satisfying approach, Maslach et al.’s ( 2001 ) burnout-antithesis approach, Harter et al.’s ( 2002 ) satisfaction-engagement approach, and Saks’ ( 2006 ) multidimensional approach. These four streams are derived from entirely different research traditions: organizational behavior (Kahn), social psychology (Maslach), commercial polling (Harter), and human resource management (Saks) and, accordingly, can be thought of as four descriptions made by the proverbial men around the elephant, each absolutely correct in his description, but none able to adequately describe the holistic essence of the phenomenon. In the spirit of crowdsourcing, we will keep track of every postulated component and subcomponent described by each tradition before attempting to apply an overarching model to encompass them all.

Epistemological Foundations

We now make a very short digression into epistemology, noting only that the dominant models of employee engagement all seem to tacitly assume the operation of the Stimulus → Organism → Response (S-O-R) model, which has been the dominant assumption in psychology since the close of the behaviorist era. In this formulation, external, environmental stimuli are perceived and acted upon in the brain of the individual organism, which mediates and causes observable behavior; accordingly, this is known as the mediation model and provides a scaffolding to separate causes from effects at two stages: external causes of internal effects and internal causes of behavioral effects. This presupposes asymmetrical relations between causes and effects (i.e., effects don’t cause causes) and should provide clear guidance for determining the role of different variables in the chain of causation by asking questions such as “Is X an external, environmental stimulus, a psychological response, or a behavioral outcome?” and “Does X cause Y or vice-versa?” But, as we will show, this has often not been the case in the employee engagement literature. Footnote 2

Do Engagement Concepts Refer to Stimulus, Organism, or Response?

Key constructs related to employee engagement have a nasty habit of showing up in different S-O-R roles at different times. For example, autonomy is part of the definition of engagement proposed by Maslach et al. ( 2001 ), but it is also an antecedent condition in the Hackman & Oldham ( 1980 ) system employed by Kahn ( 1990 ). Autonomy also shows up as an antecedent in discussion of role breadth (Morgeson et al., 2005 ), and again as an outcome in extra-role behavior or role-expansion (Coyle-Shapiro et al., 2004 ). It is unclear whether a behavioral intention like taking charge is a cause of engagement, a marker of engagement, or a consequence of engagement.

The same pattern is observed with regard to the construct of psychological presence . One the one hand, Kahn ( 1990 ) defines engagement itself as a harnessing of the self within the work role. On the other hand, the construct of organizational commitment , defined in a seminal paper as an outcome variable (Saks, 2006 ), is defined by the projection of the self into the organization (e.g., “Working at my organization has a great deal of personal meaning to me”; “I feel personally attached to my work organization”). We are left to wonder if projecting one’s self into one’s work is a cause of engagement, an indicator of engagement, or an outcome of engagement.

Again we see this pattern with regard to the key constructs of perceived organizational support (POS) and perceived supervisor support (PSS), which are identified as antecedent conditions (Saks, 2006 ). POS and PSS have been shown to be statistically related to measures of psychological safety , as well as to job characteristics of openness, being encouraged to try new things, and enjoying a supportive relationship with supervisor and colleagues (Schaufeli & Bakker, 2004 ), resulting in the outcome of having “high quality relationships.” But this begs the question of what types of variables these really are: Is perceived safety not a response to antecedent conditions? Are POS and PSS themselves not psychological feeling states evoked by conditions? As such, we would argue that these constructs play multiple roles and defy being hard-coded into any one phase of the S-O-R process; it might be more accurate to think about them as multiple feedback loops. The example of perceived caring by the employer , a form of POS, is no trivial matter: As reported by Saks ( 2006 ), “demonstrating caring and support” is far and away the biggest predictor of both job and organizational engagement. But it’s not clear if perceived caring is part of the psychological response that defines engagement itself, or if it should be considered an antecedent condition, or even an outcome.

Unfortunately, this sort of conceptual “slipperiness” (Macey & Schneider, 2008 ) affects nearly every construct in the employee engagement literature: Is task variety purely an antecedent condition (an attribute of an environmental stimulus), or does task variety necessitate absorption (a definition of engagement; mediator variable) on the part of the employee in order to successfully perform the role, and by so doing, does it necessarily induce role expansion (a behavioral outcome variable)? Footnote 3 In this light, it is easy to see how the slipperiness of constructs permits them to migrate back and forth in status from stimulus to psychological mediator to behavioral outcome.

Despite valiant past attempts to categorize these constructs as one of the three elements in the S-O-R model, it is our contention that a more fruitful approach might be found in allowing for multiple causal relations and feedback loops beyond the rigid S-O-R assumption. As we will argue below, the vast majority of engagement constructs can be considered to act as psychological mediators, specifically, motivations , which direct the organism to seek out certain kinds of stimuli (S), generate emotional experiences (O), and prepare the body for response (R).

Motivations are inherently dynamic , that is, they pertain to striving for change over time from current conditions to an improved future state. Because of this dynamism, we suggest that a better model than S-O-R may be found in Maruyama’s ( 1963 ) Second Cybernetics model of deviation-amplifying mutual causal processes. In contrast to standard thermostat-like cybernetic systems that characterize most homeostatic systems, using negative feedback loops to keep conditions within certain bounds, deviation-amplifying processes push conditions toward increasing rates of change (e.g., a crack in the sidewalk fills with water; it freezes causing the crack to expand, which then holds more water, causing further expansion, and so on). Motives become actualized within the context of particular workplaces; the resulting direction of change is a function of mutually causal interactions between initial predispositions, e.g., the worker grew up in a success-oriented family vs. in an egalitarian commune, and work conditions that amplify certain types of needs, e.g., a sales department that closely tracks and rewards individual achievement vs. a non-profit with a culture of communalism. These interactions and their feedback loops naturally spawn increasing rates of change, which can either deepen a worker’s commitment to their organization or drive them out. Our contention is that deviation-amplification is an important underlying force that impels microgenesis from starting conditions to strivings for change, and from foundational forms of motivation (e.g., the need for safety or autonomy) to higher, decentralized forms of motivation (e.g., the need for esteem or higher purpose).

Do Engagement Concepts Refer to Affect, Cognition, or Behavior?

A very similar and related problem plagues attempts to separate constructs as primarily cognitive, emotional, or behavioral. The dominant definitions of employee engagement have gone to great pains to explicitly state that this construct is a cognitive, emotional, and behavioral complex. Commitment to the organization, for example, is defined as having both intellectual and emotional components (Baumruk, 2004 ; Richman, 2006 ; Shaw, 2005 ). Psychological presence is defined as being present cognitively, emotionally, and physically (Kahn, 1990 ). The authors of the popular Utrecht Work Engagement Scale (UWES) have defined engagement as a “persistent and pervasive affective-cognitive state” (p. 74; Schaufeli et al., 2002 ). These approaches pays lip service to this distinction but essentially finesse the problem. By fudging and blurring any real distinctions between the affective, cognitive, and conative, researchers are left without critical guidance for developing valid and reliable measures. Macey & Schneider ( 2008 ) express concern particularly about the inability of current measures to address the emotional component, which they see as essential to the distinctive definition of employee engagement.

Certain components of engagement have been identified as primarily cognitive, e.g., attention , which is defined as both cognitive availability and time spent thinking about role (Rothbard, 2001 ). In UWES terms, absorption , being intensely engrossed in one’s role (Rothbard, 2001 ; Maslach et al., 2001 ; Schaufeli et al., 2002 ) seems like a primarily cognitive construct, whereas vigor (full of energy) seems more behavioral. The final component of UWES, dedication , seems primarily grounded in cognition with shades of affect (e.g., “I find the work that I do full of meaning and purpose”; “My job inspires me”; “My job is challenging”).

Just like the difficulties in establishing their S-O-R designations, these concepts defy easy classification as thoughts, feelings, or actions. Mirroring the consensus definition of the attitude construct in social psychology as having components of affect, cognition, and behavior (Petty & Cacioppo, 1996 ), we contend that the vast majority of these constructs imply thoughts, actions, and feelings, with a particular emphasis on the latter (Macey & Schneider, 2008 ). As demonstrated below, the concept of motivation , like attitude , can encompass this triad.

Literature Review

In accordance with Templier and Paré ( 2018 ), a literature review of the theory development type was conducted consistent with the six-step process outlined by these authors: (1) problem formulation, (2) literature search, (3) screening for inclusion, (4) quality assessment, (5) data extraction, and (6) data analysis and interpretation, as follows:

(1) The primary goal of this review is to identify theoretical systems that purport to define the components of employee engagement. (2) The literature search was performed using multiple, iterative search strategies beginning with consultation of the Web of Science and Google Scholar search engines, using combination of keywords drawn from definitions of engagement such as “engagement,” “motivation,” “striving,” “involvement,” “persistence,” “commitment,” “absorption,” “dedication,” “vigor,” “performance,” “citizenship,” “identification,” in conjunction with the object of these descriptors: “employee,” “worker,” “work,” “task,” “job,” “team,” “group,” “organization,” etc. As relevant papers were identified, the list of search terms was updated to include additional terms. Further, backward and forward searches on relevant papers permitted the discovery of additional materials. (3) The searches described above resulted in millions of publications of multiple types, which were further screened for inclusion. Screening criteria focused on the presence of a comprehensive model of engagement, whether viewed through the lens of management, psychology, human resources, or assessment. Additionally, results were screened for the availability of a complete set of assessment items that corresponded to each comprehensive model. These screens reduced the set to roughly 40 publications. (4) At this point, the full set of publications were reviewed for quality and relevance, resulting in additional forward and backward searching, which revealed a final set of conceptual models that conformed to the above requirements. (5) The specific elements of each model were extracted into a table for direct comparison (Tables  3 – 5 ).

(6) The analysis and implications are presented below.

The analysis resulted in the identification of 102 concepts (Table  4 ) and 120 individual assessment items (Table  5 ) referenced in the seminal and review papers on employee engagement. The concepts range widely across multiple dimensions that have been identified in past reviews, namely, antecedent conditions; indicators of engagement itself (cognitions, emotions, behaviors); observable outcomes of engagement; traits; and higher order qualities of engagement (e.g., persistence over time). These 102 concepts also vary broadly in terms of their content, encompassing job characteristics (e.g., variety, challenge, enrichment); individual traits (e.g., conscientiousness, autotelic personality, locus of control); intrapsychic concerns related to the self (e.g., psychological safety, authenticity, opportunities for personal growth); relations with the material world of work (e.g., autonomy, absorption, opportunity to meaningfully contribute); social cognitions, emotions, and motivations (e.g., sense of belonging, demonstrations of caring, opportunities for recognition); and concerns with higher-order, abstract principles (e.g., justice, values, purpose).

Emergent Points of Consensus

Since several literature reviews and meta-analyses of this literature have been conducted recently, we will not repeat the cataloguing of papers by commonalities here. Instead, we will use the points of consensus as a starting point for our main contention, which is that employee engagement is best conceived as human motivation, and that the various constructs proposed all neatly fit into a structured taxonomy of human motivation.

Across the papers reviewed, several points of consensus emerge:

Engagement is primarily considered to be an individual -level, not group-level, construct; as such, group level effects are the aggregated result of individual results (Shuck et al., 2017 ; Shuck, Adelson, & Reio, 2016; Shuck & Wollard, 2010 ).

Engagement is a latent psychological variable and therefore can be estimated but never directly observed, having the effect of re-classifying all so-called behavioral engagement constructs as outcomes (Macey & Schneider, 2008 ; Macey et al., 2009 )

Engagement acts primarily as a mediator variable between antecedents (e.g., job characteristics, work conditions, etc.) and outcomes (e.g., intention to quit, productivity, performance; Saks & Gruman, 2014 ; Christian et al., 2011 ; Shuck, 2011 ; Rich et al., 2010 ; Bakker & Bal, 2010 ; Macey & Schneider, 2008 ; Macey et al., 2009 ; Saks, 2006 ; Hakanen et al., 2006 ; Schaufeli & Bakker, 2004 ).

Engagement is primarily conceived of as a state rather than a trait (Shuck et al., 2017 ; Christian et al., 2011 ; Saks & Gruman, 2014 ).

Engagement is a multi-dimensional construct (“a complex nomological network”, Macey & Schneider, 2008 ) that includes cognitive, emotional, and behavioral dimensions, but is primarily considered affective (Saks & Gruman, 2014 ; Soane et al., 2012 ; Christian et al., 2011 ; Macey & Schneider, 2008 ; Macey et al., 2009 ; Schaufeli et al., 2002 ; Kahn, 1990 ).

Engagement is primarily conceived of as an affectively-charged goal-directed state, which is typically referred to as motivation in the psychological literature, and is explicitly labeled as motivation in many seminal works (Saks & Gruman, 2014 ; Soane et al., 2012 ; Crawford et al., 2010 ; Macey & Schneider, 2008 ; Macey et al., 2009 ; Meyer & Gagné, 2008 ; Bakker & Demerouti, 2007 , 2017 , 2018 ; Bakker et al., 2016 ; Bakker & Sanz-Vergel, 2013 ; Schaufeli et al., 2002 ; Kahn, 1990 ).

Repeated calls have been made to address the problem of non-parsimonious construct proliferation, and for conceptual development to address questions of nomological validity in the hopes of identifying a “super-engagement construct” that can integrate the disparate and growing collection of constructs (Albrecht, 2010 ;  Shuck et al., 2017 ; Cole et al., 2012 ; Shuck, 2011 ; Macey & Schneider, 2008 ;  Macey et al., 2009 ).

Why Motivation?

It’s no coincidence that the major definitions of the employee engagement construct, despite their widely ranging theoretical origins, happen to fall perfectly in line with the definition of motivation, given by Pincus ( 2004 ) as an individual-level, unobservable state of emotion or desire operating on the will and, as a psychological mediator, causing it to act . We contend that this is because the concept of engagement is identical to the concept of motivation, albeit applied to a particular area of application, i.e., one’s work. The goal of this paper is to suggest that a conceptual model already exists that can accommodate all of these concepts, and that splitting hairs over which aspects of which concepts are antecedents, mediators, or consequences, is much like trying to parse out which are cognitions, emotions, or behavioral inclinations. From a motivational perspective, these concepts each have facets in all of these readout channels, i.e., a single motivational construct, say the need for belonging , can be fostered by certain conditions, can become a salient need, is experienced both affectively and cognitively, and can be behaviorally expressed.

In their seminal review article, Macey & Schneider ( 2008 ) explicitly describe employee engagement as a form of motivation , and report the widespread usage of synonyms for motivation in the literature including an “illusive force that motivates employees” (Wellins & Concelman, 2005 ) and a “high internal motivational state” (Colbert et al., 2004 ). Shuck’s ( 2011 ) integrative literature review offers a very similar definition of employee engagement “as a positive psychological state of motivation with behavioral manifestations.” (p. 2). Macey & Schneider ( 2008 ) make an intriguing statement that explicitly supports our contention:

“Some readers may feel that there are clear hints of ‘motivation’ in what we have just written and wonder to themselves why we are not saying that this (employee engagement) is motivation. The answer is that the construct of motivation is itself a hypothetical construct with considerable ambiguity surrounding it. Were we to introduce it here, it might further confound the issues so we leave the chore of integrating engagement with ‘motivation’ to others.” (p. 4).

Suffice it to say, we accept this challenge. In surveying the literature, the attributes that consistently define the concept of employee engagement equally define motivation. Motivation is the meta-theory the field has been calling for (Table  1 ).

A leading comprehensive theory of motivation is Buck’s ( 1985 ) PRIME Theory, an acronym for Primary Motivational and Emotional Systems. The key premise is that motivation is a state of pent-up potential energy that, when actualized, is “read out” through cognitive, emotional, and behavioral systems. In this model, each of these three readouts have distinct functions: the function of syncretic cognition is to provide the opportunity for conscious self-regulation; emotional expression serves to spontaneously communicate what one is feeling to others, which supports social coordination; and physical responses serve the need for adaptive behavior. The consensus view of engagement follows this same exact pattern of cognition (e.g., enthusiastic thinking), emotion (e.g., felt pleasantness), and behavior (e.g., physical activation).

The dominant perspective on the origin of motivations, echoed by Buck ( 1985 ) and Damasio ( 2012 ), is that they are essentially mechanisms of homeostasis, keeping the organism within set bounds of desirable operation. Motivational and emotional processes are activated within individuals via stereotyped action patterns, which have existed long before evolution designed conscious minds. In Damasio’s view, humans have minds for the purpose of sensing changes in our physiological states both internally and externally, and consciousness exists to provide us flexibility in how to respond to our environments. In this view, higher-order motivations (e.g., to feel free, included, cared for, fair, etc.) are built up (ontogenetically, phylogenetically, and microgenetically) from the neural substrates of unconscious, physiological needs on a continuum that begins with the physiologically-grounded (e.g., feeling safe) and extending up to those that are increasingly influenced and shaped by culture (e.g., feeling respected, successful, ethical, self-actualized, and having a life purpose). As motives become more culturally mediated (i.e., developing socio-historically), they are also increasingly subject to cultural prescription of appropriate avenues for their fulfillment. As suggested by Vygotsky ( 1978 ) and Leont’ev ( 1978 ), the microgenesis of personality and self-concept, as amalgamations of sets of needs and need-traits, is heavily determined by the social environments provided by caregivers, family, school, etc.

Consistent with the operation of all four of Vygotsky’s levels of human development, it is through the experience of deficiencies that development proceeds. Accordingly, we would expect hierarchical progress in motivation to typically occur in response to negative motivation, at least initially; over time, the role of positive aspirations would gain more prominence. As noted by cultural psychologists, negative and positive motivations tend to work together in a complementary fashion (Valsiner, 2014 , 2019 , 2021 ). Boredom, as an example of a negative motivational nudge, initiates stimulation seeking and desire for flow experiences; in this view, a certain degree of boredom is necessary to spark creativity and innovation (Boesch, 1998 ).

Applying a Taxonomy of Human Motivation to Engagement Constructs

Recently, a unified model of human motivation has been introduced to describe the types of emotional needs that impel humans to take action (Pincus, 2022 ). It was necessary to develop this model because, surprisingly, despite a plethora of mini-theories of motivation (e.g., Need for Achievement, Need for Affiliation, Terror Management Theory, Flow Theory, etc.), no comprehensive model of human motivation yet existed in the psychology literature. Maslow’s need hierarchy makes strides toward being more comprehensive, yet his focus on high achieving individuals led him to neglect many key motivations recognized in the literature, such as the need for Nurturance identified by Bowlby and Harlow, McClelland’s Need for Achievement and Need for Power, Erickson’s Identity Formation motive, and Csikszentmihalyi’s Flow Theory, among others.

To address this need, we began with the premise that motivation activates and directs behavior toward goals in four fundamental domains of life: the intrapsychic (inner-directed, focused on the self), the instrumental (outer-directed, focused on the material world of work and play), the interpersonal (socially-directed), and the spiritual (directed toward adherence with transcendent and eternal principles). These four domains of motivational focus have been identified by multiple systems of thought (Pincus, 2022 ) including developmental psychology (e.g., James, Maslow, and Kohlberg), sports psychology, social psychology & philosophy of religion, and by the five major world religions. We followed the premise of four fundamental motivational domains with a typology of three possible levels of motivational fulfillment. Following the work of Fromm ( 2013 ) and Rand ( 1993 ), we proposed that these four domains of fulfillment cross three states of existence: a foundational level of forward-looking expectations ( being ), an intermediate level of experiences in the moment ( doing ), and an advanced level of backward-looking outcomes ( having ). Footnote 4 Crossing the four life domains with the three modes of existence results in a periodic table-style matrix that is arguably comprehensive since there are no additional fundamental domains of life or modes of existence. This matrix is presented below as Table  2 , along with the resulting distributions of concepts and assessment items (Table  3 ) analyzed as part of the literature review.

As suggested above, the columns of the model organize the motivational concepts in terms of the location of the desired change (change in feelings about the self; change in feelings about action in the material world, change in feelings about social relationships and social interactions; and change in feelings about relationships with transcendental, ethereal principles) and the rows of this table organize motivational concepts according to the types of change toward which a particular motivational force is striving (change in expectations for the future, change in real time experiences of the present, and change in retrospective evaluation of outcomes from life choices and activities). Each motivational concept in the matrix has both positive (aspiration-linked) and negative (frustration-linked) emotional forms—reflecting the push and pull of emotional energies that move people to take action in life. Footnote 5 Motivational energy is typically fueled by both positive “pull” and negative “push” forces for the same need; for example, a worker who feels disempowered strives to rid himself or herself of this feeling (negative), typically by seeking greater autonomy (positive). In this way, positive and negative motivational forces should be seen as complementary , not as zero-sum tradeoffs.

Another important postulate of this model, like that of Maslow’s need hierarchy, is that progress within any of the life domains requires the successful satisfaction of more basic needs before the next level becomes salient, e.g., before one can be concerned with living up to their full potential, they must already have achieved feelings of safety and authenticity. In our extensive review of the motivational literature, over 100 distinct motivational concepts (i.e., needs or drives) were identified; all fit within one of these twelve categories of motivation, supporting our contention that the matrix is comprehensive.

Although we have displayed the matrix as a flat table for the purposes of publication, we prefer a three-dimensional pyramidal structure to reinforce the notion that humans must start from the basic motivations within each of the four domains before ascending to the salience of higher motivations; consequently, progressively fewer humans attain the higher levels with each domain, shrinking their relative sizes toward the top as visually represented by a pyramid. Another important theoretical concept that is reinforced by a pyramid heuristic is the fact that the Self is proposed to be antipodal to the Social, and the Spiritual is proposed to be antipodal to the Material; we will return to this point later as it has implications for hypothesis generation.

Presuming that most readers are not yet familiar with this model, we will give a brief introduction to the twelve motives of this matrix, and relate certain key concepts from the employee engagement literature to each. In all, 77 of the 102 concepts identified in the literature review found homes in this matrix. The remaining 25 were primarily personality traits (i.e., ambitiousness, autotelic personality, confidence, conscientiousness, determination, exchange ideology, hardiness, initiative, locus of control, optimism, proactivity, self-efficacy, self-esteem/self-worth, trait positive affect). These were excluded on the basis that the consensus view holds that the engagement construct is a state , not a trait. Job characteristics were similarly excluded because they are not psychological states (i.e., feedback from task and others, job and task characteristics, job enrichment, job demands, physical presence, and turnover intention). Finally, meta-characteristics that encompass multiple sub-dimensions were excluded because they are merely category labels whose subcomponents have already been included (i.e., personal resources, job resources, job satisfaction, motivation, and persistent/pervasive affective-cognitive state).

Motives of the Self

Safety and Anxiety. At the most basic level, there is a human need to feel safe and secure. This means feeling safe and assured in the face of challenges. When safety motivation is operating there is a desire to gain the basic sense that one has the confidence, protection, and comfort to successfully grow as a person. The need for “peace of mind” captures the spirit of this motive. At least twelve major theories of motivation include a need for safety as a core motive (Forbes, 2011 ; Pincus, 2022 ).

Fittingly, the very first academic paper that described the phenomenon of employee engagement by Kahn ( 1990 ) lists psychological safety as one of the three pillars of engagement. In their review of the literature, Saks & Gruman ( 2014 ) suggest that Kahn’s need for safety is indeed the most fundamental requirement for engagement, which they describe as “important and necessary for all types of engagement” to develop (p. 175). Additional engagement constructs that speak to this need include the need for physical health (Saks, 2006 ; Sonnentag, 2003 ) and trust (Saks, 2006 ; Cropanzano & Mitchell, 2005 ).

Authenticity and Conformity. At the next level, pertaining to experiences with and of the self, comes the human need to feel able to express one’s distinctive individuality in the face of pressures to conformity. This is the desire to gain the sense that one is different in a good way, and to use this difference to successfully take action toward desired results. “Know thyself” captures the spirit of this motive. At least nine major theories of motivation include a need for authenticity as a core motive (Forbes, 2011 ; Pincus, 2022 ).

The essence of Kahn’s ( 1990 ) engagement construct is that true engagement requires the “holistic investment of the entire self” (p. 97), i.e., their full, true, and complete selves, to one’s work role. That the need for authenticity is built atop fulfilled needs for psychological safety seems logical and fitting. Additional engagement constructs that speak to this need include the need for authenticity (Saks & Gruman, 2014 ; Rich et al., 2010 ; Christian et al., 2011 ; Macey & Schneider, 2008 ; May et al., 2004 ; Kahn, 1990 ), emotional presence (Kahn, 1990 ), personal identification (Cole et al., 2012 ; Christian et al., 2011 ; Macey & Schneider, 2008 ; Bono & Judge, 2003 ; Kahn, 1990 ; O’Reilly & Chatman, 1986 ), projection of the self into work & organization (Christian et al., 2011 ; Saks, 2006 ; Kahn, 1990 ), and role fit, i.e., the degree of match between the authentic self and one’s job and organization (Macey & Schneider, 2008 ).

Fulfilling Potential and Failure to Thrive. At the highest level of attainment in the domain of the Self we find the need for self-actualization, the need to feel as though one is progressing toward fulfilling their personal potential as a human. This is the desire to gain the sense that one has the skill and mastery to successfully become one’s “best self.” The expression, “Be all that you can be,” captures the spirit of this motive. At least eleven major theories of motivation include a striving toward one’s full potential as a core motive (Forbes, 2011 ; Pincus, 2022 ).

This motive has found full expression in the recent literature on thriving at work (Spreitzer et al., 2005 ; van der Walt, 2018 ), which is defined as a “sense of progress, or forward movement, in one’s self-development” (p. 4). Several related constructs in the engagement literature speak to this need for personal growth and mastery including strivings for extra role behavior (Macey & Schneider, 2008 ; Saks, 2006 ; Schaufeli & Bakker, 2004 ), role expansion (Macey & Schneider, 2008 ; Morgeson et al., 2005 ), mastery, learning, development and personal growth (Crawford et al., 2010 ), opportunities for growth & development (Macey & Schneider, 2008 ; Harter et al., 2002 ), as well as desires to innovate (Macey & Schneider, 2008 ). The construct of initiative (Macey & Schneider, 2008 ; Frese & Fay, 2001 ), when applied within the domain of the Self, may fuel all of these strivings.

Motives of the Material Domain

Autonomy and Disempowerment. At the most basic level of the Material domain, the area of life most directly associated with work, is the need for autonomy, defined as the need to feel authorized, capable and competent in the face of challenge. Autonomy is the desire to gain the basic sense that one has the ability, resources, and authority to successfully take action toward a desired result. The expression, “You can do it,” captures the spirit of this motive. At least seven major theories of motivation include a striving for autonomy, including terms such as self-determination, empowerment, and self-efficacy (Forbes, 2011 ; Pincus, 2022 ).

A variety of engagement-related constructs explicitly focus on the need for autonomy (Soane et al., 2012 ; Meyer & Gagné, 2008 ; Saks, 2006 ; Maslach et al., 2001 ). Other related psychological concepts include competence (Soane et al., 2012 ; Meyer & Gagné, 2008 ; Macey & Schneider, 2008 ; Spreitzer, 1995 ), control (Macey & Schneider, 2008 ; Spreitzer, 1995 ), empowerment (Macey & Schneider, 2008 ), personal discretion/agency (Kahn, 1990 ), and self-determination (Macey & Schneider, 2008 ; Meyer & Gagné, 2008 ). We would also classify personal resources in this category, such as positive anticipation of future behavior and mental and physical resilience. There is a set of antecedent conditions that can help make these strivings successful including resource availability (Shuck, 2011 ; Macey & Schneider, 2008 ; Schaufeli et al., 2002 ; Harter et al., 2002 ; Maslach et al., 2001 ) and sustainable workload (Saks, 2006 ; Maslach et al., 2001 ), among other task characteristics.

Immersion and Boredom. At the intermediate, experiential level of the Material domain, we find the need for immersion, the striving to feel fully focused and engaged in the moment. This desire to lose one’s self in activity, in a state of total awareness, absorption, and flow, plays a particularly prominent role in definitions of engagement. The expression, “Being in the zone,” captures the essence of this motive. No less than thirteen major systems of motivation include this motive (Forbes, 2011 ; Pincus, 2022 ).

Of all the motives discussed herein, immersion is the motive most densely populated by engagement constructs, representing roughly one-quarter of the 102 identified in the literature review. Chief among these is absorption (Kahn, 1990 ; Saks & Gruman, 2014 ; Rothbard, 2001 ; Maslach et al., 2001 ; Schaufeli et al., 2002 ; Hooker & Csikszentmihalyi, 2003 ), one of the three pillars of the dominant Schaufeli-Bakker UWES paradigm and a hallmark of Kahn’s ( 1990 ) concept of engagement. As pointed out by Saks & Gruman ( 2014 ), “if there is one common component across all definitions of engagement, it is the notion of being absorbed in one’s work and role” (p. 166). Unsurprisingly, then, there are many different terms used to describe this construct and these tend toward either cognitive, emotional, or behavioral descriptors.

The cognitive forms of this state include attention (Rothbard, 2001 ; Kahn, 1990 ), psychological availability (Kahn, 1990 ), cognitive presence (Kahn, 1990 ; Christian et al., 2011 ), experiential quality of doing work (Kahn, 1990 ), focused effort (Macey & Schneider, 2008 ), and job involvement (Christian et al., 2011 ; Macey & Schneider, 2008 ; Saks, 2006 ; May et al., 2004 ; Maslach et al., 2001 ). The affective forms of this state draw a variety of labels including passion (Zigarmi et al., 2009 ; Macey & Schneider, 2008 ; Wellins & Concelman, 2005 ), enjoyment (Macey & Schneider, 2008 ; Rothbard & Edwards, 2003 ), happiness (Schaufeli et al., 2002 ), energy or energetic state (Saks & Gruman, 2014 ; Bakker & Demerouti, 2008, 2017 , 2018 ; Maslach & Leiter, 2008 ; Macey & Schneider, 2008 ; Saks, 2006 ; Maslach et al., 2001 ), enthusiasm (Saks & Gruman, 2014 ; Bakker & Demerouti, 2008, 2017 , 2018 ; Macey & Schneider, 2008 ; Harter et al., 2003 , 2002 ), and positive affect (Macey & Schneider, 2008 ; Saks, 2006 ; Sonnentag, 2003 ; Kahn, 1990 ). The behavioral descriptors of this state include efficacy (Saks & Gruman, 2014 ; Maslach & Leiter, 2008 ; Saks, 2006 ; Maslach et al., 2001 ), productivity (Bakker & Schaufeli, 2008; Harter et al., 2002 ), vigor (Macey & Schneider, 2008 ; Shirom, 2003 ; Schaufeli et al., 2002 ), and the display of discretionary effort (Macey & Schneider, 2008 ; Saks, 2006 ; Frank et al., 2004 ; Mowday et al., 1982 ). As predicted by Csikszentmihalyi’s Flow Theory (2003), antecedent stimulus conditions that help elicit this state include an optimal level of challenge (Shuck, 2011 ; Brown & Leigh, 1996 ; Hackman & Oldham, 1980 ).

Success and Failure . At the highest level of attainment in the Material domain we find successful accomplishment, the striving to feel a sense of achievement as a result of one’s effort. This motive represents the desire to contribute to and be victorious in attaining desired results and to experience material rewards as a result. The expression, “In it to win it,” captures the spirit of this motive. At least seven major psychological theories of motivation include this motive (Forbes, 2011 ; Pincus, 2022 ).

Within the engagement literature, this motive tends to be relegated to the status of evaluative outcome variable, as job performance (Saks, 2006 ; Schaufeli & Bakker, 2004 ) or individual performance (Christian, et al., 2011 ; Alfes et al., 2010 ; Bakker & Xanthopoulou, 2009 ). Nevertheless, several key papers include either the striving to make important contributions (Shuck, 2011 ; Brown & Leigh, 1996 ; Hackman & Oldham, 1980 ) or the striving to have impact (Macey & Schneider, 2008 ; Spreitzer, 1995 ), both of which are well aligned with this need.

Motives of the Social Domain

Inclusion and Exclusion. At the foundational level of the social sphere is the need for acceptance and inclusion that permits the establishment of social bonds. Inclusion means feeling socially accepted, connected, and integrated, the desire to gain the basic sense that one belongs and can develop social attachments and friendships. The expression, “We are family,” captures this spirit. At least nine major motivational systems include this motive, which has been similarly labeled the need for affiliation, sociability, belonging, or social contact (Forbes, 2011 ; Pincus, 2022 ).

Within the engagement literature, this motive figures prominently, with increased attention from the UK-based research group of Bailey (Truss), Soane, Madden, Alfes, & Fletcher, who have raised its profile substantially by naming it one of the three pillars of their Intellectual-Social-Affective (ISA) engagement concept (Bailey et al., 2015 ; Bailey et al., 2017 ; Soane et al., 2012 ). Although this is a new level of prominence for the construct, it has been a part of the engagement literature for many years, showing up as belonging (Macey & Schneider, 2008 ; Meyer & Allen, 1997 ; Mowday et al., 1982 ), high quality relationships (Saks, 2006 ), the ability to show warmth to others (Macey & Schneider, 2008 ; Shirom, 2003 ), and social relatedness (Soane et al., 2012 ; Shuck & Wollard, 2010 ; Meyer & Gagné, 2008 ; Kahn, 1990 ).

Caring and Uncaring. At the intermediate, experiential level of the Social triad comes the experience of feeling cared for by one’s employer, supervisor, or colleagues. Caring means feeling able to give and receive (appropriate) love, nurturance, and support, the desire to feel emotional nourishment, empathy, devotion, and experience mutual gratitude. The expression “Sharing is caring” aptly captures its essence. At least eight major motivational systems include this motive, which has been similarly labeled the need for nurturance, intimacy, succorance, attachment, or parental love (Forbes, 2011 ; Pincus, 2022 ).

Feeling cared for is an especially important construct within the engagement literature due to its predictive power; Saks ( 2006 ) reports that perceived organizational support is far and away the top predictor of engagement with the organization and is tied for first place with job characteristics as the top predictor of job engagement. This construct goes by many names including caring, concern, and support (Saks, 2006 ; Kahn, 1992), community & social support (Saks, 2006 ; Maslach et al., 2001 ), manager support (Macey & Schneider, 2008 ; Harter et al., 2002 ), perceived organizational support (Saks, 2006 ; Rhodes et al., 2001), perceived supervisor support (Saks, 2006 ; Rhodes et al., 2001), social support (Saks, 2006 ; Schaufeli & Bakker, 2004 ; Maslach et al., 2001 ), and supportive supervisors & management (Shuck, 2011 ; Brown & Leigh, 1996 ; Hackman & Oldham, 1980 ).

Recognition and Indifference. At the pinnacle of the Social triad is the need for social recognition. Recognition means feeling that one has achieved a social status of being admired, respected, and esteemed, typically as a resident expert in some skill or ability in the context of work. This motive represents the desire to gain social acknowledgement that one has been successful in a socially significant pursuit. The expression, “Hats off to you,” captures the spirit of this motive. At least eight major motivational systems include this motive, which has been similarly labeled the needs for esteem, honor, or egoistic prosocial motivation (Forbes, 2011 ; Pincus, 2022 ).

Surprisingly, the need for recognition barely registers in the engagement literature with only two constructs matching this description. Significantly, however, the few times this concept surfaces, it appears in seminal papers (Macey & Schneider, 2008 ; Saks, 2006 ; Maslach et al., 2001 ), suggesting that recognition needs should be seriously considered as components of engagement. The first of these is the rewards & recognition construct (Saks, 2006 ; Maslach et al., 2001 ), specifically the recognition component; the reward construct would generally be classified with the successful accomplishment motive by motivational theorists. The other construct is that of the need for pride (Macey & Schneider, 2008 ; Mowday et al., 1982 ), the desire for a kind of social “badge value” or caché associated with prominent, successful organizations.

Motives of the Spiritual Domain

Fairness and Injustice. At the basic level of the Spiritual triad is the need for justice and fairness, the need to feel that one’s organization acts in an honest, unbiased, impartial, even-handed and transparent manner. In practice, this means the employees strive to feel the basic sense that good is rewarded, bad is punished, and that gain goes to those most deserving of it. The spirit of this motive is captured by the expression, “If you want peace, work for justice.” We note parenthetically that the importance of this motive has recently been dramatically underscored by the Black Lives Matter movement and perceived corporate responses to COVID-19. We suggest that to the extent that needs for justice have not been incorporated into engagement constructs, it has been an oversight that should be corrected. This motive appears in many motivational systems, particularly those focusing on moral development in children (e.g., Kohlberg’s theory of moral development, Lerner’s just world hypothesis, Bloom’s roots of good and evil, etc.; Pincus 2022 ).

Here, again, is an example of a need that has received scant notice in the engagement literature, but when it is mentioned, it is in some of the most significant papers in the body of work (Saks, 2006 ; Maslach et al., 2001 ; Colquitt et al., 2001 ). Both Saks ( 2006 ) and Maslach et al. ( 2001 ) identify the important role of perceived fairness, and procedural and distributive fairness as antecedent conditions for fostering engagement. Saks ( 2006 ) assesses the power of a host of variables in predicting both job engagement and organization engagement; of these, procedural justice is one of only two significant predictors of organizational engagement.

Ethics and Wrongdoing. At the intermediate, experiential level comes the need to feel that one and one’s organization behaves in an ethical manner, consistent with normative moral values. This is the striving to feel that one’s actions, and those of one’s organization, are in accordance with a set of moral principles, universal values, or at the very least, accepted standard business practices, applied to the business in which you are engaged. This is the desire to feel that one’s and one’s organization act in accordance with principled best practices and the highest ethical standards, something that is universally preached in corporate values statements but too often ignored in practice. The essence of this need is captured by the expression, “Do the right thing.” This motive similarly appears in motivational systems that focus on moral development including those of Kohlberg, Batson, Staub, and even Kant (Pincus, 2022 ).

Ethical motivation receives a great deal of attention in the engagement literature, in the form of the many constructs devoted to reciprocity, obligation, duty, loyalty, and the like. At the individual level, this adherence to principle includes the sense of personal dedication and duty toward the organization. Chief among these may be the concept of organizational citizenship behavior (OCB) directed to other individuals or to the organization (Macey & Schneider, 2008 ; Saks, 2006 ; Lee & Allen, 2002 ), organizational commitment behavior (Macey & Schneider, 2008 ; Saks, 2006 ; Robinson et al., 2004 ; Rhoades et al., 2001 ), emotional and intellectual commitment to the organization (Saks, 2006 ; Baumruk, 2004 ; Richman, 2006 ; Shaw, 2005 ; O’Reilly & Chatman, 1986 ), mutual commitments (Saks, 2006 ; Cropanzano & Mitchell, 2005 ), dedication (Shuck, 2011 ; Thomas, 2007 ; Schaufeli et al., 2002 ), loyalty (Saks, 2006 ; Cropanzano & Mitchell, 2005 ), and values (Saks, 2006 ; Maslach et al., 2001 ). Because these constructs have nearly all been defined in terms of observable behaviors, as a group they have tended to be categorized as outcomes or consequences of engagement rather than engagement itself, which misses the point of their motivational status. When an employee experiences ethical strivings (as motivation), they may tilt toward demonstrating observable citizenship behaviors (as part of the readout of that motivation), but it is important to recognize the motivation itself as the cause of that behavior.

Higher Purpose and Materialism. At the peak of the Spiritual domain stands the noblest and rarest of the motives, the need to feel as though one is serving a higher purpose or calling through one’s effort. Higher purpose means having a more meaningful reason to live, work, and exist than satisfying material needs. This is the desire to transcend the ordinary limitations of everyday life toward a higher, even spiritual, purpose. An expression that captures its essence is, “Those who have a why to live can bear almost any how .” An impressive collection of motivational theorists explicitly include a form of higher purpose or transcendental motivation in their systems including Staub, Kohlberg, and Maslow (Pincus, 2022 ).

Similar to the ethical motivation, the need for higher purpose is very well established in the engagement literature with extensive references to the construct of the meaningfulness of work, both in one’s work and at one’s work (Kahn, 1990 ; Saks & Gruman, 2014 ; James et al., 2011 ; Macey & Schneider, 2008 ; Pratt & Ashforth, 2003 ; Meyer & Allen, 1997 ; Brown & Leigh, 1996 ; Spreitzer, 1995 ). Of particular note is research focused explicitly on spiritual needs and their relationship to employee engagement (Giacalone & Jurkiewicz, 2010 ; Houghton et al., 2016 ; Milliman et al., 2018 ; Saks, 2011 ; van der Walt, 2018 ). These spiritual needs have been described as a need for meaning and purpose, awareness of life, connectedness, experience of sacredness, personal reflection and growth, health and inner peace, and compassion (van der Walt, 2018 ). Closely related constructs include organizational purpose (Macey & Schneider, 2008 ), sense of purpose (Macey & Schneider, 2008 ), transformational leadership, which is thought of as a catalyst for meaning and purpose (Saks & Gruman, 2014 ; Bakker et al., 2011; Christian et al., 2011 ; Macey & Schneider, 2008 ), and adaptive behavior, which represents individual strivings in support of the organization’s purpose (Macey & Schneider, 2008 ).

Implications for Theory

The persistent problem of adequately defining employee engagement is well documented (Shuck et al., 2017 ; Saks & Gruman, 2014 ; Macey & Schneider, 2008 ). As perceptively noted by Macey & Schneider ( 2008 ), trying to separate antecedents and consequences from an ill-defined mediating construct is, at best, a “slippery” business (p. 10). By failing to embed the phenomena of engagement within a clear theoretical model, the field has suffered from concept proliferation, as indicated by the more than 100 identified herein. This is a failure of parsimony, but more fundamentally, it is a failure to clearly state the essential character of the phenomenon itself. Across the literature there are precious few citations of the psychological literature on motivation, which is extensive. It is telling that Kahn ( 1990 ), in the paper that first defined this construct, employs Maslow’s ( 1970 ) need hierarchy as one of its primary foundations. Despite the grounding of the original concept in motivation theory, the only consistent acknowledgements to the psychological literature involve passing references to self-concordance theory (Sheldon & Elliot, 1999 ) and self-determination theory (Ryan & Deci, 2000 ).

One of the most significant benefits to theory development of our proposition is to embed the vast array of engagement concepts within a structure that is logical and arguably comprehensive, as there are no known additional domains of human life or modes of existence (Fromm, 2013 ; Rand, 1993 ). Knowing these limits directly addresses the call to end concept proliferation (Cole et al., 2012 ), since any new construct proposed will necessarily have a “home” among similar constructs.

Another important benefit is immediately obvious from our analysis of Tables  3 and 4 as one can immediately see the degree of conceptual overlap, and distinctiveness, between different theoretical streams. As noted, fully one quarter of the concepts, and nearly two in five assessment items, identified relate to the motivational construct of immersion , suggesting that this is the most defining characteristic of employee engagement. By the same token, underrepresented concepts can also be clearly identified, e.g., safety , authenticity, recognition , justice , and included in future research.

Another key feature of our model is the requirement that each motivation must be capable of operating as either a striving toward positive aspiration (i.e., promotion) or away from negative frustration (i.e., prevention). Explicitly recognizing the polarity of motives within each cell supports further logical organization of proposed facilitative or inhibitory concepts, and, indeed, suggests that future research assess each of the twelve motives in terms of promotion needs and prevention needs.

However, we believe the greatest contribution to theory development is the establishment of a general theory of employee engagement that is composed of every possible human motivation (Pincus, 2022 ). Our model of human motivation takes the form of a pyramid formed by four sides representing four life domains: the Self, the Material, the Social, and the Spiritual. By placing these domains as opposing pairs, Self and Social, and Material and Spiritual, via a visual metaphor of distance, we are suggesting strong linkages between adjacent domains (e.g., Self – Spiritual – Social), and weak linkages for antipodal domains, for which there exists strong theoretical (Kohlberg and Power, 1981 ; Staub, 2005 ) and empirical support (Mahoney, et al., 2005 ).

A next frontier for research will be to describe the manner in which discrete motivations (both positive and negative) interact with each other to spark developmental progression both at the individual level and at the level of the organization. Our pyramidal model posits that such progress necessarily moves individuals and organizations in the direction of transcendence of categorical boundaries, with the ultimate goal of unifying all twelve motivations, i.e., what gives me security also provides justice for others, what gives me a sense of achievement also brings honor to the organization, what gives me a sense of authenticity also brings me a sense of purpose, etc.

Implications for Methods

In the words of Shuck et al. ( 2017 ), “the lack of engagement measures that are both academically grounded as well as practically useful, …complicates the ability of researchers to answer scholarly inquiry around questions of nomological validity and structural stability matched with practical usability” (p. 15). A symptom of flawed measures, the products of flawed theories, is the failure to garner empirical support for tested hypotheses, and the literature is rife with examples. Shuck ( 2011 ) cites Rich et al.’s ( 2010 ) finding that one operationalization of engagement failed to explain any variance in outcomes beyond that explained by intrinsic motivation, job involvement, and job satisfaction, suggesting that this concept and its operationalization was incomplete and “in need of theory building.” Similarly, Shuck ( 2010 ) found that Kahn’s definition of engagement failed to predict unique variance in outcomes, whereas a set of non-engagement variables were successful in explaining variance.

In the same spirit, Macey & Schneider ( 2008 ) called for a fundamental re-thinking of the approach to measurement. In their view, an adequate measurement technique is needed that can validly and reliably measure the motivational-emotional content of these constructs while minimizing rational filtering of response. In the words of Macey & Schneider ( 2008 ):

“The results from survey data are used to infer that reports of these conditions signify engagement, but the state of engagement itself is not assessed.” (p. 7). And current measures “do not directly tap engagement. Such measures require an inferential leap to engagement rather than assessing engagement itself.” (p. 8).

“Some measures…used to infer engagement are not affective in nature at all and frequently do not connote or even apply to a sense of energy…” (p. 10). “Measures of psychological states that are devoid of direct and explicit indicators of affective and energetic feeling are not measures of state engagement in whole or part.” (p. 12).

“The conclusion from these articles is to focus the measurement on the construct of interest; if engagement is the target, ensure that the measure maps the content of the construct.” (p. 26).

We couldn’t agree more, and our proposed reconceptualization of employee engagement has clear implications for advancing measurement. If employee engagement is indeed a motivational-emotional construct, then attempting to assess it using verbal and numerical assessment items is immediately problematic because such measures require rational, analytical thought on the part of the respondent. Entire research streams have evolved in the decades since Kahn ( 1990 ) specifically to work around the problems of assessing emotional and experiential constructs. These include a variety of so-called “System 1” techniques, named for Daniel Kahneman’s ( 2011 ) distinction between the brain’s fast, intuitive system (System 1) and the slower, rational system (System 2). These measurement systems are designed to bypass rational, cognitive filters, so that researchers can directly access motivational-emotional states, and include neurological imaging and electrical techniques (e.g., fMRI, EEG), physiological techniques (e.g., facial electromyography, facial coding, electro-dermal response, pupillary dilation, eye tracking, heart rate, blood pressure, respiration), and indirect measures of motivational-emotional meaning (e.g., Implicit Association Test, Affective Priming, Image-based Techniques). We urge scholars to move beyond cognitively-biased “paper and pencil” surveys when attempting to measure this motivational-emotional construct.

Implications for Practice

Much of contemporary employee engagement theory has little to offer the current day practitioner due to the lack of coherent theory and, accordingly, the weak ability of measures derived from these theories to explain variance in important outcomes. By grounding the many concepts attendant to this construct within a unified theory of human motivation, the task of understanding and communicating its essence is greatly simplified. This alone should be very helpful to practitioners who must somehow explain what their models measure and why.

Beyond its heuristic value, a unified model of human motivation provides a series of testable hypotheses, which can illuminate the specific relationships between each of the twelve motives (and their promotion and prevention faces) and external conditions that are under the employer’s control, outcomes that are important to the client, and with each other that together give meaning to interventions within a particular cultural context. Knowing which of the twelve complementary motives are most salient within a particular cultural milieu can assist the organization and workers to address work-related issues contextually, situationally, and adaptively. The cultural meaning of negative emotional needs is especially important to understand: The drive to avoid failure would have an entirely different meaning in a learning culture that not only tolerates failure, but actively encourages it, as opposed to a culture where “failure is not an option.” By aligning motivational interventions with the deep currents of cultural context, such interventions can take on meanings that are harmonious and adaptive, not incongruent, or inappropriate. Footnote 6

Finally, in the words of social psychologist Kurt Lewin, “there is nothing so practical as a good theory.” The many challenges to the defensibility of the engagement construct can easily create points of friction for practitioners who have curious clients. Adopting a structured, holistic model with face validity should hold clear advantages for all parties by providing a common language and framework to house their concepts and items.

In summary, this paper responds to repeated, urgent calls for integration of the diverse and proliferating concepts related to employee engagement. The subject of employee engagement is garnering unprecedented popularity (Shuck, 2011 ; Google Trends, 2020). Even in the best case, the current state of affairs means that theoretical disconnects slow progress in the field; in worse cases, it means that vast quantities of money and time are being directed to efforts that are poorly understood, leading to dangerous levels of waste that run the risk of poisoning the HRD field against a potentially valuable, even essential, concept.

As a final example of the utility of our model, we return to one of the many laments over the state of engagement theory and measurement. Shuck ( 2011 ) gives a series of examples of assessment items from different scales derived from multiple theoretical and measurement traditions that are seemingly impossible to reconcile within a single conceptual system:

“…Treated (as if they) were impersonal objects” ( Uncaring ).

“I can be myself at work” ( Authenticity ).

“I am prepared to fully devote myself to performing my job duties” ( Ethics ).

“I am bursting with energy” ( Immersion ).

These are widely disparate items, to be sure. However, as indicated in the parentheses, our model easily accommodates all of these perspectives, mini-theories, and concept within a single model, providing a kind of “unified field theory” of employee engagement. We contend that the secret to unlocking a meta-theory to encompass all of these perspectives, and all of the dimensions they propose, has always been hidden in plain sight within the very first descriptions of employee engagement.

Data Availability

All data generated or analyzed during this study are included in this published article (and its supplementary information files). Original source materials are available from the author by request.

An array of theoretical and measurement systems have been proposed by human resources consulting practitioners for the employee engagement construct (Pincus, 2020 ). Zigarmi et al. ( 2009 ) clearly differentiate between increasingly divergent practitioner and academic approaches to conceptualizing, defining, and operationalizing employee engagement. A burgeoning volume of measures and concepts has been growing rapidly from the “bottom-up” through the efforts of practitioners having the effect of widening the gap over time between academic concepts with psychometrically validated measures and unsystematic pragmatic approaches. Although the practitioner perspective is valuable, and our general conclusions and suggestions extend equally to them, for the purposes of the current paper we limit our focus to peer-reviewed academic systems.

This is quite apart from other basic problems of determining causation in social science in the absence of longitudinal and experimental research designs.

To further complicate matters, direct perception theorists might suggest that antecedents aren’t always “ordinary” stimuli, i.e., neutral objects, but are often special stimuli with inherent affordance values, i.e., stimuli that by their very nature afford certain kinds of interactions, the way a comfortable chair affords “sitability.” In this view, an antecedent like task variety could afford (induce) task and role expansion, for example.

Aristotle proposed the same three-level delineation between states of existence: potentiality (having potential), energy or potentiality-as-such (motion that makes use of that latent potential), and actuality (the finished product). The classic example of this distinction involves the building of a house. The building materials could be used to build a house or they could be used to build some other structure; this is their state of potentiality, what Aristotle called “the buildable.“ The motion of building the house brings the materials toward the goal of actualization as a house but is an intermediate step in the process; this is the state of energy or potentiality-as-such. When the house is finished, the building materials are in a state of actualization.

Since it is logically possible for an employee to be motivated by either the positive aspiration for a motive or to avoid the negative frustration of the same motive, or both, or neither, we make no prediction about the expected relationships between positive and negative manifestations, and propose instead that they tend to operate in a complementary manner.

In a learning organization, failure-avoidant workers might be encouraged to use successive approximation or test-and-learn as more appropriate, culturally-consistent goals.

Albrecht, S. L. (2010). Handbook of Employee Engagement: perspectives, issues, Research and Practice . Cheltenham, UK: Edward Elgar Publishing.

Book   Google Scholar  

Alfes, K., Truss, C., Soane, E., Rees, C., & Gatenby, M. (2010). Creating an engaged workforce :. findings from the Kingston employee engagement consortium project.

Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, Antecedents and Outcomes of Employee Engagement: a narrative synthesis. International Journal of Management Reviews , 19 , 31–53.

Article   Google Scholar  

Bailey, C., Madden, A., Alfes, K., Fletcher, L., Robinson, D., Holmes, J., Buzzeo, J., & Currie, G. (2015b). Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature. Health Services Delivery Research , 3 , 1–424.

Bakker, A. B., & Bal, P. M. (2010). Weekly work engagement and performance: A study among starting teachers, Journal of Occupational and Organizational Psychology (2010), 83, 189–206.

Bakker, A. B., & Demerouti, E. (2007). The job Demands-Resources model: state of the art. Journal of Managerial Psychology , 22 (3), 309–328.

Bakker, A. B., & Demerouti, E. (2017). Job demands-resources theory: taking stock and looking forward. - Journal of Occupational Health Psychology , 22 (3), 273–285.

Article   PubMed   Google Scholar  

Bakker, A. B., & Demerouti, E. (2018). Multiple levels in job demands-resources theory: implications for employee well-being and performance. In E. Diener, S. Oishi, & L. Tay (Eds.), Handbook of well-being (e-handbook) . Salt Lake City, UT: DEF Publishers.

Google Scholar  

Bakker, A. B., Rodríguez-Muñoz, A., & Vergel, S. (2016). A. I. Modelling job crafting behaviours: Implications for work engagement. - Human Relations, 2016, Vol. 69, No. 1, pp. 169–189.

Bakker, A. B., & Sanz-Vergel, A. I. (2013). Weekly work engagement and flourishing: The role of hindrance and challenge job demands. - Journal of Vocational Behavior, 2013, Vol 83, No. 3, pp 397–409.

Bakker, A. B., & Xanthopoulou, D. (2009). The crossover of daily work engagement: test of an actor–partner interdependence model. Journal of Applied Psychology , 94 (6), 1562–1571. https://doi.org/10.1037/a0017525 .

Baumruk, R. (2004). The Missing link: The role of employee engagement in business success, Report of Hewitt Associates/Michael Treacy study, Workspan, 47, 48–52.

Boesch, E. E. (1998). Sehnsucht: Von der Suche nach Glück und Sinn [Longing: on the search of joy and meaning] (1st ed.). Bern: Huber.

Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: toward understanding the motivational effects of transformational leaders. Academy of Management Journal , 46 (5), 554–571.

Brown, S. P., & Leigh, T. W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of applied psychology , 81 (4), 358–368.

Buck, R. (1985). Prime theory: an integrated view of motivation and emotion. Psychological review , 92 (3), 389–413.

Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work Engagement: a quantitative review and test of its relations with task and contextual performance. Personnel Psychology , 64 , 89–136.

Colbert, A. E., Mount, M. K., Harter, J. K., Witt, L. A., & Barrick, M. R. (2004). Interactive effects of personality and perceptions of the work situation on workplace deviance. Journal of applied psychology , 89 (4), 599.

Cole, M. S., Walter, F., Bedeian, A. G., & O’Boyle, E. H. (2012). Job burnout and employee engagement: a meta-analytic examination of construct proliferation. Journal of Management , 38 , 1550–1581.

Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001). Justice at the millennium: a meta-analytic review of 25 years of organizational justice research. Journal of applied psychology , 86 (3), 425–445.

Coyle-Shapiro, J. A. M., & Conway, N. (2004). The employment relationship through the lens of social exchange. The employment relationship: examining psychological and contextual perspectives, 5–28.

Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test. Journal of applied psychology , 95 (5), 834.

Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: an interdisciplinary review. Journal of management , 31 (6), 874–900.

Damasio, A. (2012). Self comes to mind: Constructing the conscious brain. Vintage.

Dewing, J., & McCormack, B. (2015). Engagement: a critique of the concept and its application to person-centred care.International Practice Development Journal, 5.

Frese, M., & Fay, D. (2001). 4. Personal initiative: An active performance concept for work in the 21st century. Research in organizational behavior, 23, 133–187.

Forbes, D. L. (2011). Toward a unified model of human motivation. Review of general psychology , 15 (2), 85–98.

Frank, F. D., Finnegan, R. P., & Taylor, C. R. (2004). The race for talent: retaining and engaging workers in the 21st century. Human resource planning , 27 (3), 12–25.

Fromm, E. (2013). To have or to be? . A&C Black.

Giacalone, R. A., & Jurkiewicz, C. L. (2010). The science of workplace spirituality. Handbook of workplace spirituality and organizational performance , 2 , 3–26.

Hackman, J. R., & Oldham, G. R. (1980). Work redesign . Reading, MA: Addison-Wesley.

Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and work engagement among teachers. Journal of School Psychology , 43 , 495–513.

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of applied psychology , 87 (2), 268.

Harter, J. K., Schmidt, F. L., & Keyes, C. L. (2003). Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies.

Hooker, C., & Csikszentmihalyi, M. (2003). Flow, creativity, and shared leadership. Shared leadership: Reframing the hows and whys of leadership, 217–234.

Houghton, J. D., Neck, C. P., & Krishnakumar, S. (2016). The what, why, and how of spirituality in the workplace revisited: a 14-year update and extension. Journal of Management Spirituality & Religion , 13 (3), 177–205.

James, J. B., McKechnie, S., & Swanberg, J. (2011). Predicting employee engagement in an age-diverse retail workforce. Journal of Organizational Behavior , 32 (2), 173–196.

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal , 33 (4), 692–724.

Kahneman, D. (2011). Thinking, fast and slow . Macmillan.

Kohlberg, L., & Power, C. (1981). Moral development, religious thinking, and the question of a seventh stage. In L. Kohlberg (Ed.), Essays on moral development: volume one. The philosophy of moral development (pp. 311–372). New York: Harper & Row.

Kular, S., Gatenby, M., Rees, C., Soane, E., & Truss, K. (2008). Employee engagement: A literature review. Kingston Business School, Kingston University Working Paper Series No 19, ISBN No. 1-872058-39-6/978-1-872058-39-9/9781872058399.

Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: the role of affect and cognitions. Journal of applied psychology , 87 (1), 131.

Leontʹev, A. N. (1978). Activity, consciousness, and personality . Englewood Cliffs, N.J.: Prentice-Hall.

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology , 1 (1), 3–30.

Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee Engagement: tools for analysis, practice, and competitive advantage . Malden, WA: Wiley-Blackwell.

Mahoney, A., Pargament, K. I., Cole, B., Jewell, T., Magyar, G. M., Tarakeshwar, N., & Phillips, R. (2005). A higher purpose: the sanctification of strivings in a community sample. The International Journal for the Psychology of Religion , 15 (3), 239–262.

Maruyama, M. (1963). The second Cybernetics: deviation-amplifying mutual causal processes. American Scientist , 5 (2), 164–179.

Maslach, C., & Leiter, M. P. (2008). The truth about burnout: how organizations cause personal stress and what to do about it . John Wiley & Sons.

Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual review of psychology , 52 (1), 397–422.

Maslow, A. H. (1970). Motivation and personality (L. Carr, Ed.).

May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of occupational and organizational psychology , 77 (1), 11–37.

Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: theory, research, and application . Sage.

Meyer, J. P., & Gagné, M. (2008). Employee engagement from a self-determination theory perspective. Industrial and organizational psychology , 1 (1), 60–62.

Milliman, J., Gatling, A., & Kim, J. S. (2018). The effect of workplace spirituality on hospitality employee engagement, intention to stay, and service delivery. Journal of Hospitality and Tourism Management , 35 , 56–65.

Morgeson, F. P., Delaney-Klinger, K., & Hemingway, M. A. (2005). The importance of job autonomy, cognitive ability, and job-related skill for predicting role breadth and job performance. Journal of applied psychology , 90 (2), 399–406.

Mowday, R. T., Porter, L. W., & Steers, R. (1982). Organizational linkages: The psychology of commitment, absenteeism, and turnover.

O’Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: the effects of compliance, identification, and internalization on prosocial behavior. Journal of applied psychology , 71 (3), 492–499.

Petty, R. E., & Cacioppo, J. T. (1996). Attitudes and persuasion: Classic and contemporary approaches . Westview Press.

Pincus, J. (2004). The consequences of unmet needs: the evolving role of motivation in consumer research. Journal of Consumer Behaviour: An International Research Review , 3 (4), 375–387.

Pincus, J. D. (2020). Employee Engagement as Motivation: practitioner models. Advance Preprint . https://doi.org/10.31124/advance.13270571.v1 .

Pincus, J. D. (2022). Theoretical and empirical foundations for a Unified pyramid of human motivation (pp. 1–26). Integrative Psychological and Behavioral Science.

Porath, C. L., Spreitzer, G. M., Gibson, C., & Garnett, F. G. (2012). Thriving at work: toward its measurement, construct validation, and theoretical refinement. Journal of Organizational Behavior , 33 (2), 250–275. DOI: https://doi.org/10.1002/job.756 .

Pratt, M. G., & Ashforth, B. E. (2003). Fostering meaningfulness in working and at work. Positive organizational scholarship: Foundations of a new discipline, 309, 327.

Rand, Y. (1993). Modes of existence (MoE): to be, to have, to do: cognitive and motivational aspects. International Association for Cognitive Education . Israel: Nof Ginosar.

Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of Applied Psychology , 86 (5), 825–836. https://doi.org/10.1037/0021-9010.86.5.825 .

Rich, B. L., LePine, J. A., & Crawford, E. R. (2010). Job engagement: antecedents and effects on job performance. Academy of Management Journal , 53 , 617–635. Doi: https://doi.org/10.5465/amj.2010.51468988 .

Richman, A. (2006). Everyone wants an engaged workforce how you can create it. Workspan , 49 (1), 36–39.

Robinson, D., Perryman, S., & Hayday, S. (2004). The Drivers of Employee Engagement . UK: Institute for Employment Studies. IES Report 408.

Rothbard, N. P. (2001). Enriching or depleting? The dynamics of engagement in work and family roles. Administrative science quarterly , 46 (4), 655–684.

Rothbard, N. P., & Edwards, J. R. (2003). Investment in work and family roles: a test of identity and utilitarian motives. Personnel Psychology , 56 (3), 699–729.

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American psychologist , 55 (1), 68.

Saks, A. M. (2006). Antecedents and consequences of employee engagement.Journal of managerial psychology,600–619.

Saks, A. M. (2011). Workplace spirituality and employee engagement. Journal of Management Spirituality & Religion , 8 (4), 317–340. DOI: https://doi.org/10.1080/14766086.2011.630170 .

Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement? Human resource development quarterly , 25 (2), 155–182.

Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: a two sample confirmatory factor analytic approach. Journal of Happiness studies , 3 (1), 71–92.

Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. Journal of Organizational Behavior: The International Journal of Industrial Occupational and Organizational Psychology and Behavior , 25 (3), 293–315.

Schneider, B., Macey, W. H., Barbera, K. M., & Martin, N. (2009). Driving customer satisfaction and financial success through employee engagement. People and Strategy , 32 (2), 22.

Shaw, K. (2005). An engagement strategy process for communicators. Strategic Communication Management , 9 (3), 26–29.

Sheldon, K. M., & Elliot, A. J. (1999). Goal striving, need satisfaction, and longitudinal well-being: the self-concordance model. Journal of personality and social psychology , 76 (3), 482–497.

Shirom, A. (2003). Feeling vigorous at work? The construct of vigor and the study of positive affect in organizations. Research in organizational stress and well-being , 3 , 135–165.

Shuck, B. (2011). Integrative literature review: four emerging perspectives of employee engagement: an integrative literature review. Human Resource Development Review , 10 (3), 304–328.

Shuck, B., Adelson, J. L., & Reio, T. G. Jr. (2017). The employee engagement scale: initial evidence for construct validity and implications for theory and practice. Human Resource Management , 56 (6), 953–977.

Shuck, B., Osam, K., Zigarmi, D., & Nimon, K. (2017). Definitional and conceptual muddling: identifying the positionality of employee engagement and defining the construct. Human Resource Development Review , 16 (3), 263–293.

Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: a seminal review of the foundations. Human Resource Development Review , 9 , 89–110. Doi: https://doi.org/10.1177/1534484309353560 .

Soane, E., Truss, C., Alfes, K., Shantz, A., Rees, C., & Gatenby, M. (2012). Development and application of a new measure of employee engagement: the ISA Engagement Scale. Human resource development international , 15 (5), 529–547.

Sonnentag, S. (2003). Recovery, work engagement, and proactive behavior: a new look at the interface between nonwork and work. Journal of applied psychology , 88 (3), 518.

Spreitzer, G. M. (1995). Psychological empowerment in the workplace: dimensions, measurement, and validation. Academy of Management Journal , 38 (5), 1442–1465.

Spreitzer, G. M., Sutcliffe, K., Dutton, J., Sonenshein, S., & Grant, A. M. (2005). A socially embedded model of thriving at work. Organization Science , 16 (5), 537–549.

Staub, E. (2005). The Roots of Goodness: The Fulfillment of Basic Human Needs and the Development of Caring, Helping and Nonaggression, Inclusive Caring, Moral Courage, Active Bystandership, and Altruism Born of Suffering. In G. Carlo & C. P. Edwards (Eds.), Vol. 51 of the Nebraska Symposium on motivation. Moral motivation through the life span (pp. 33–72). Lincoln, NE, US: University of Nebraska Press.

Templier, M., & Paré, G. (2018). Transparency in literature reviews: an assessment of reporting practices across review types and genres in top IS journals. European Journal of Information Systems , 27 (5), 503–550.

Thomas, C. H. (2007, August). A new measurement scale for employee engagement: Scale development, pilot test, and replication. In Academy of Management Proceedings (Vol. 2007, No. 1, pp. 1–6). Briarcliff Manor, NY 10510: Academy of Management.

Valsiner, J. (2014). An invitation to cultural psychology . Los Angeles: SAGE.

Valsiner, J. (2019). Ornamented lives. Advances in cultural psychology . Charlotte, NC: IAP.

Valsiner, J. (2021). General human psychology. Theory and history in the human and social sciences . Springer.

van der Walt, F. (2018). Workplace spirituality, work engagement and thriving at work. SA Journal of Industrial Psychology , 44 (1), 1–10.

Vygotsky, L. (1978). Mind in society: the development of higher psychological processes . Cambridge, MA: Harvard University Press.

Wellins, R., & Concelman, J. (2005). Creating a culture for engagement. Workforce Performance Solutions , 4 (1), 1–4.

Zigarmi, D., Nimon, K., Houson, D., Witt, D., & Diehl, J. (2009). Beyond engagement: toward a framework and operational definition for employee work passion. Human Resource Development Review , 8 (3), 300–326.

Download references

Author information

Authors and affiliations.

Employee Benefit Research Institute, Washington, DC, USA

J. David Pincus

Leading Indicator Systems, One Franklin Street, Boston, MA, 02110, USA

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to J. David Pincus .

Ethics declarations

Conflict of interest.

There are no conflicts of interests which need to be disclosed.

Additional information

Publisher’s note.

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Rights and permissions

Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.

Reprints and permissions

About this article

Pincus, J.D. Employee Engagement as Human Motivation: Implications for Theory, Methods, and Practice. Integr. psych. behav. 57 , 1223–1255 (2023). https://doi.org/10.1007/s12124-022-09737-w

Download citation

Accepted : 25 November 2022

Published : 28 December 2022

Issue Date : December 2023

DOI : https://doi.org/10.1007/s12124-022-09737-w

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Employee engagement
• Employee motivation
• Employee emotion
• Spirituality
• Find a journal
• Publish with us
• Track your research

• DOI: 10.2478/ijme-2018-0018
• Corpus ID: 159409045

Employee engagement and performance: a systematic literature review

• Błażej Motyka
• Published in International journal of… 1 September 2018
• Business, Psychology

Figures and Tables from this paper

79 Citations

Engaging gen z in professional selling: a systematic literature review, relationships and mediating effects of employee engagement: an empirical study of managerial employees of sri lankan listed companies, finding the contextual gap towards employee engagement in financial sector: a review study.

• Highly Influenced

Impacts of Workplace Factors on Employee Engagement in the Public Sector

Bibliometric analysis and visualization of global research on employee engagement, what is employee engagement, managerial coaching as antecedent to employee engagement and organization citizenship behaviors: evidence from india, enhancing youth employees experience and engagement using a designed culture, employee voice, employee engagement and business performance: understanding the links in a mediated model, compatibility of employee engagement, 100 references, employee engagement and hrd: a seminal review of the foundations, antecedents and consequences of employee engagement.

• Highly Influential
• 15 Excerpts

Enhancing organizational commitment and employee performance through employee engagement: An empirical check

Antecedents to employee engagement, investigating work engagement in the service environment, determinants of employee engagement and their impact on employee performance, the relationship between work engagement and performance, employee participation and engagement in working for the environment, linking high involvement human resource practices to employee proactivity: the role of work engagement and learning goal orientation, the meaning, antecedents and outcomes of employee engagement: a narrative synthesis, related papers.

Showing 1 through 3 of 0 Related Papers

To read this content please select one of the options below:

Please note you do not have access to teaching notes, employee engagement: what’s your strategy.

Strategic HR Review

ISSN : 1475-4398

Article publication date: 11 June 2018

This paper aims to explore some of the reasons why employee engagement activities may lack effectiveness and sets out some proposals as to what organizations can do to take a more strategic approach in future.

Design/methodology/approach

This paper is based on a research of current practices in organizations combined with the author’s experience and views on employee engagement activities.

The paper highlights the limitations of approaches in many organizations and proposes a series of strategic choices that organizations need to make to help ensure their future approach is more effective.

Originality/value

This paper sets out a model that can be used by HR executives with business leaders to decide on a clear engagement strategy for the future.

• Human resource management
• Employee engagement

Matthews, G. (2018), "Employee engagement: what’s your strategy?", Strategic HR Review , Vol. 17 No. 3, pp. 150-154. https://doi.org/10.1108/SHR-03-2018-0025

Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

Related articles

All feedback is valuable.

Please share your general feedback

Report an issue or find answers to frequently asked questions

Contact Customer Support

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Impact Of Employee Engagement On Organisational Performance: Systematic Review of 2014-2019

2020, Systematic Literature Review and Meta-Analysis Journal

Firm’s performance has been well affected by engagement of the employees with their work. An employee who is engaged with his work is one who is taking interest in the work of the organization and showing some sort of initiatives in the benefits of the organization. There are total 17 articles were published from 2014 to 2019 and all of these are presented in this paper for systematic review on “impact of employee engagement on Organizational performance”. These articles revealed the existence of positive linkage between employee engagement with work and Organizational performance. As the total organizational outcomes while individual well-being is, doing the welfare of individual employee can be defined as Organizational Performance. Review of 17 articles from Google scholar interpret that interest in the topic of employee engagement with their work and the impact of it has increased potentially during the last few years and remains a productive area for the academic research in th...

Related Papers

punam singh

Procedia - Social and Behavioral Sciences

Deepika Pandita

International Journal of Recent Technology and Engineering (IJRTE)

Mousumi Panda

Employees are the real asset of an organisation. As in today’s era competition is growing and in this competitive environment the organisation is looking up to strengthen themselves so as to be the best among the others. Employees can act as the reason for success and simultaneously they can be the reason behind the failure of an organisation if not taken care in proper direction. The concept “employee engagement” is being widely used in every organisation with an intention to improve the productivity level more. Employee engagement is nothing but the level of willingness, ability and attitude of employees towards their work or task. As per the researchers, many evidences has been found out which shows that more the employee is engaged more he/ she contributes towards the job and more they are likely to be satisfied. This research article portrays an interlink between employee engagement and job satisfaction. It shows that employee engagement is directly related to the job satisfact...

Transstellar Journals

TJPRC Publication

In today's scenario economic situations of the company drastically move into upstage as good company suffers more problems one of them is relate to retain the competent employee at the workplace. Whenever the employee should engage in his/her work competently the organisation, retention of the employee rate to be high for achieving career and organisation goals. So that Engaged employee is consists of retaining the best employee. Job satisfaction leads to highly engaged in working environment with the people. To identify and determine the impact of employee engagement on job satisfaction the factors which considers as job nature, priority of superior, team spirit, relationship of colleagues, remuneration, policies of the company how much contribute to the employee engagement in the workplace. The purpose of this paper is to analyze the job satisfaction and organisational performance with the impact of employee engagement. This paper is an attempt through empirical approach towards the study subject and the selected area for the study is IT industry.

Ijaems Journal

— Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.

IAEME PUBLICATION

IAEME Publication

Employee engagement is one of the important drivers for successful organizations. The purpose of this paper is to demonstrate the factors affecting employee engagement at macro level, i.e., organizational-related factors, personal-related factors, teamrelated factors & job-related factors. By reviewing various literature studies, the researcher found that theses all factors influencing the employees for higher level of engagement in organizations. Thus, leads to better employee performance & productivity and reducing the turnover intention. This paper suggesting that organizations must frequently check the employee performance management so as that they would able to find; in which factor that influencing the employees for low engagement. By doing so, the organizations can able to thriving in their performance & productivity

rose kavitha , maya salimath

Motivated and engaged employees tend to contribute more in terms of organizational productivity and support in maintaining a higher commitment level leading to the higher customer satisfaction. Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. The paper focuses on various dimensions of employee engagement with its definitions and the various frameworks. The present paper aims to understand the basic concept of employee engagement and to study the different dimensions of employee engagement with the help of review of literature. This paper is based upon review of literature and secondary data collected from various websites, journals, magazines, newspapers and reference books. Literature review has shown prior research work done in this area.

Jurnal Aplikasi Manajemen

Made Sumertajaya

The purpose of this research was to analyze the role of employee engagement from the perspective of job engagement and organization engagement on job satisfaction and its effect on organizational performance. This research was conducted at a multinational manufacturing chemicals company located in Tangerang and Cilegon. The population was approximately 121 employees consisting of three job levels: Manager, White Collar, and Blue Collar. A target sample determined approximately 93 employees. Sampling using a non-probability sampling approach with a quota sampling method. The questionnaire was distributed to the population, but only 86 respondents filled out and returned the questionnaire. Method of hypothesis testing using Partial Least Square of Structural Equation Modeling (PLS-SEM) approach. The results suggested that job engagement has a positive and significant effect on job satisfaction but does not significantly affect organizational performance. Next, organization engagement ...

The Corporate International [ISSN: 2581-6438 (online)]

Pallavi Tandon

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

RELATED PAPERS

Dr Muralidhar L B

Andrew Ologbo

Restaurant Business

Dr. P Vijaya Lakshmi Associate Professor(MBA)

International Journal of Mechanical and Production Engineering Research and Development

Raminderpreet Kaur , Gurpreet Randhawa

Jurnal Manajemen Indonesia

Dr Partha Naskar

onesmus kamau

Management Science Letters

DRA. NILAWATI FIERNANINGSIH

Journal of Organisation & Human Behaviour

Publishing India Group

PARIPEX INDIAN JOURNAL OF RESEARCH

Gunjan Anand

Manu Melwin Joy

Anna Szabowska-Walaszczyk

Journal ijmr.net.in(UGC Approved)

Pragati Tiwari

Olawale S . Oyebanji

iaeme iaeme

International Journal of Human Resource Management

Amanda Shantz

Ms. Syeda Nazneen Waseem Lecturer (KUBS)

Bharati IMSR Journal

pooja salvekar

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024