Many of us define our self-worth - our attachment - with our work, although often terming it “personal engagement” (Gupta & Shukla, 2018, p. 45). It seems likely to me that engagement has greater pay-off for employers than for employees, as when we are engaged, we do all that I mentioned in the previous paragraph: we stay on target, we are energetic, we stay with an organisation long term, we start our days earlier and stay late, and we are driven to stay at the top of our game (Schaufeli et al, 2002). And employers tend to reap more direct benefits of that engagement than employees do.
There are apparently three 'types' of engagement at play within our engagement: our personal engagement, which are our collective personality characteristics; the job engagement, which is the job itself; and the work engagement, which is how much we embrace the work itself. These three components are "collectively called role embracement" by Katz and Kahn (1978; as cited by Gupta & Shukla, 2018, p. 45), with the overall theory being called the "self-role relationship" (p. 45).
It appears that our "personal engagement is a stronger predictor of task performance" (Gupta & Shukla, 2018, p. 53) than the organisational elements of job and work. This might be because we hone our personal engagement through hobbies, interests, family and other social - and societal - organisations.
Engagement is a very interesting concept.
Sam
References:
Gupta, M., & Shukla, K. (2018). An empirical clarification on the assessment of engagement at work. Advances in Developing Human Resources, 20(1), 44-57. https://doi.org/10.1177/1523422317741692
Schaufeli, W. B., Salanova, M., González-romá, V., & Bakker, A. B. (2002). The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
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