The Engagement Process: Examining the Evidence from Diverse Perspectives

Abstract

In this paper we extend and elaborate an engagement process model, initially developed as an approach for improving the effectiveness of strategy implementation. Based on a qualitative analysis of an expansive set of studies, we find solid support for a three-component definition of engagement, add greater dimension and depth to the model’s construct of social significance, and identify several factors associated with the development of an engaged workforce. We advance four propositions to guide future empirical research.