Interest in employee engagement has steadily increased over the past 20 years. An abundance of literature, both academic and practitioner, has linked engagement to the organizational gains that all companies seek. Productivity, profits, safety, health, employee turnover levels, and other benefits have been touted as the outcomes of an engaged workforce. As a result, organizations are rightfully charging their human resource management and communication professionals with developing engagement strategies. Unfortunately, this is being done without a clear understanding of the construct or empirical research identifying the factors that can explain or predict employee engagement. This study examined the relationship between employee engagement and 2 closely related but distinct job-attitudinal variables—job satisfaction and organizational commitment—among managerial professionals in the United States. Multiple linear regression results found job satisfaction and organizational commitment to be predictors of employee engagement. This research supports the notion that these 2 well-researched variables are in fact predictors of employee engagement. Therefore, as organizations use well-established methods to influence their levels of satisfaction and commitment, they may be able to influence levels of engagement.
|Subjects||Management; Occupational psychology; Organizational behavior|
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