many studies evidence a strong relationship between engagement and organizational performance such as profitability, revenue growth, earnings per share, and employee turnover, which has conferred some level of legitimacy to the concept and rise in popularity (Macleod & Clarke, 2009). Fleck and Inceoglu (2010: 31) state that of precise “development and agreed-upon definitions of the construct of engagement has lagged behind the rapid uptake of the construct in Macey and Schneider (2008) suggest that current practice.” definitions of engagement include defining it as a trait, a state, a set of behaviors, characteristics of the work environment, or a combination of these. For Kahn (1990: 700), engagement is the and expression of a “simultaneous employment in task behaviors that promote connections to work and to others, person’s ‘preferred self’ personal presence (physical, and active, full role cognitive, and emotional), performance.” On the other hand uncoupling of selves from work ‘personal disengagement’ means “the roles; in disengagement, people withdraw and defend themselves physically, cognitively, or emotionally during role (Kahn, 1990: an performances” 694). “People's behaviours display evacuation or suppression of their expressive and energetic selves in discharging role which (Kahn, 1990, p.701). In role obligations”, he calls ‘role disengagement’ disengagement, demands guide task without the interplay between internal behaviours thoughts (cognitive) and feelings (emotional) and external requirements that characterize moments of personal engagement. They become physically uninvolved in tasks, cognitively unvigilant, and emotionally disconnected from others in ways that hide what they think and feel, their creativity, their beliefs and values, and their personal connections to others. (Kahn, 1990, p.702) Maslach et burnout-antithesis approach focused on the lack of some al.’s (1997) psychological states such as exhaustion and the presence of positive psychological states such as involvement. For Maslach et al. (1997), an engaged employee exhibits positive energy,
many studies evidence a strong relationship between engagement and organizational performance such as profitability, revenue growth, earnings per share, and employee turnover, which has conferred some level of legitimacy to the concept and rise in popularity (Macleod & Clarke, 2009). Fleck and Inceoglu (2010: 31) state that “development of precise and agreed-upon definitions of the construct of engagement has lagged behind the rapid uptake of the construct in practice.” Macey and Schneider (2008) suggest that current definitions of engagement include defining it as a trait, a state, a set of behaviors, characteristics of the work environment, or a combination of these. For Kahn (1990: 700), engagement is the “simultaneous employment and expression of a person’s ‘preferred self’ in task behaviors that promote connections to work and to others, personal presence (physical, cognitive, and emotional), and active, full role performance.” On the other hand ‘personal disengagement’ means “the uncoupling of selves from work roles; in disengagement, people withdraw and defend themselves physically, cognitively, or emotionally during role performances” (Kahn, 1990: 694). “People's behaviours display an evacuation or suppression of their expressive and energetic selves in discharging role obligations”, which he calls ‘role disengagement’ (Kahn, 1990, p.701). In role disengagement, demands guide task behaviours without the interplay between internal thoughts (cognitive) and feelings (emotional) and external requirements that characterize moments of personal engagement. They become physically uninvolved in tasks, cognitively unvigilant, and emotionally disconnected from others in ways that hide what they think and feel, their creativity, their beliefs and values, and their personal connections to others. (Kahn, 1990, p.702) Maslach et al.’s (1997) burnout-antithesis approach focused on the lack of some psychological states such as exhaustion and the presence of positive psychological states such as involvement. For Maslach et al. (1997), an engaged employee exhibits positive energy,