Work Engagement (WE)

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Work engagement in organizations is a very well-researched topic.

The terms “employee engagement” and “work engagement” are both used in a similar way, although there is the belief that the term “employee engagement” has broader scope than “work engagement” [1]. Furthermore, “employee engagement,” being wider, can comprise an employee’s relationship with their work or professional function, job and organisation, while “work engagement” mentions particularly the relationship between an employee and their work [2].

According to scholarly research, work engagement (WE) is linked to significant business results throughout the expanse of diverse types of institutions and organisations. Thus, engaged employees can assist the organisation to reach its goal, accomplish its strategy, and produce significant business results [3]. Work engagement is also positively related to employee wellbeing and performance [4,5].

Furthermore, work engagement positively influences job performance (i.e., in-role performance, extra-role performance, creativity, financial turnover) and staff members who are engaged and do well in their work can generate their own resources, which then further enhance engagement over time. So, work engagement is forecasted by standard “job resources,” connected to “personal resources” and results in higher job performance, which makes it a significant indicator of “occupational well-being” for both staff and organisations [6].