Cognitive Affective Personal engagement Rational Emotional How the business case (the How feelings (the heart) head) determines the work manifest themselves in that is done (behaviour). doing work (behaviour). Job engagement Absorption Energy Employees lose themselves The energy employees draw in their work, and from their work. experience a sense of engrossment when doing their work (‘flow’, Csikszentmihalyi, 1975). Organizational Alignment Identification engagement of the The emotional bond Employees’ views direction of the organisation between the employee and are aligned with the the organization. direction in which the organization is being taken. Source: adapted by the author from Fleck and Inceoglu (2010) Causes and Antecedents of Engagement at an Individual and Organizational Level Sparrow & Balain (2010) referred to four individual (Pierce et al. 2001) that need to ‘bonds’ be established in order to develop the right social climate for employee engagement. Firstly, people need to have a motivation and incentive to bond a reason and a desire for social – membership (with organization), which includes feelings either the team, department or (affect and beliefs regarding the reasons why they want to maintain a or emotions) relationship with, or their membership of the organization. Then there team, department, needs to be some organizational identification, whereby people use the characteristics of the organization they work for to define themselves. Then there has to be a process of internalization the personal learning, internal recognition and personal adoption of the – values and goals of the organization. Finally, there has to be a sense of psychological
Cognitive Affective Personal engagement Rational How the business case (the head) determines the work that is done (behaviour). Emotional How feelings (the heart) manifest themselves in doing work (behaviour). Job engagement Absorption Employees lose themselves in their work, and experience a sense of engrossment when doing their work (‘flow’, Csikszentmihalyi, 1975). Energy The energy employees draw from their work. Organizational engagement Alignment Employees’ views of the direction of the organisation are aligned with the direction in which the organization is being taken. Identification The emotional bond between the employee and the organization. Source: adapted by the author from Fleck and Inceoglu (2010) Causes and Antecedents of Engagement at an Individual and Organizational Level Sparrow & Balain (2010) referred to four individual ‘bonds’ (Pierce et al. 2001) that need to be established in order to develop the right social climate for employee engagement. Firstly, people need to have a motivation and incentive to bond – a reason and a desire for social membership (with either the team, department or organization), which includes feelings (affect or emotions) and beliefs regarding the reasons why they want to maintain a relationship with, or their membership of the team, department, organization. Then there needs to be some organizational identification, whereby people use the characteristics of the organization they work for to define themselves. Then there has to be a process of internalization – the personal learning, internal recognition and personal adoption of the values and goals of the organization. Finally, there has to be a sense of psychological