Employee Engagement and Motivation

Employee engagement has become an important topic in recent years. If human resource management is about the development of policies for effective utilization of human resources in organizations, it should be doubly concerned with employee engagement, which is a key to performance-engaged workers are more committed, conscientious, and concerned with achieving outcomes, and they have less turnover, too.
Leaders, managers, and psychologists alike have often pondered how they can better harness and direct people’s “psychic energy” toward work objectives to increase workplace performance. Employees are also concerned about their engagement and motivation, as these often make spending time in the workplace a more attractive experience, by increasing enjoyment, learning, and effectiveness.
Employee engagement is a concept that is relatively recent, and it is not yet well-established in academia. Definitions of employee engagement typically emphasize individuals’ being psychologically present and applying themselves physically, cognitively, and emotionally when performing their organizational roles. An employee who is engaged can be characterized as enthusiastic, energetic, motivated, and passionate about his or her work, whereas a disengaged worker is one who is apathetic and withdrawn from her or his job.
The concept of engagement builds strongly on motivation, which can be defined as the drive or energy that compels people to act, with energy and persistence, toward some goal.