Employee Engagement Is Indispensable For Modern Organisations

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Introduction Employee engagement is a fairly new concept (Macey & Schneider, 2008), yet it has received extensive attention in the past decade, leading Schaufeli & Salanova (2007) to contend that engagement is indispensable for modern organisations given the multitude of challenges they face in such a dynamic business environment. Moreover, it leads Macey et al. (2009) to contend that organisations that harness engagement can even gain a competitive advantage. For example, research by Macey et al. (2009) showed “that among a sample of 65 firms in different industries, the top 25% on an engagement index had a greater return on assets (ROA), profitability, and more than double the shareholder value compared to the bottom 25%” (Gruman & Saks, 2011). Furthermore, Gruman & Saks (2011) note that numerous studies highlight the role employee engagement plays in driving “individual attitudes, behaviour and performance as well as organisational performance, productivity, retention, financial performance, and even shareholder return”. Therefore, as captured by Kaye & Jordan-Evans (2003), “the challenge today is not just retaining talented people, but fully engaging them, capturing their minds and hearts at each stage of their work lives”. Whilst the importance of employee engagement is evidently widely supported, there is less agreement on its definition (Macey & Schneider, 2008). However, for the purpose of this paper, the definition set by the Corporate Leadership Council (2004) is

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