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The concept of "employee engagement" is popular in organisational consulting settings. A quick Google for "engagement survey" will yield many results. However, in some respects the concept often seems defined in terms of some combination of satisfaction, commitment, and motivation.

  • Does the concept of employee engagement add anything new over and above satisfaction, commitment, and motivation?
  • To the extent that it does overlap with previous constructs, does it still have value?
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A few basic observations:

  • Typical self-report measures of engagement and job satisfaction tend to be highly correlated (I'll try to find a reference later, but I think in the r =.7 range).
  • As with many organisational psychology terms that bridge the scientific-practitioner divide, engagement has been operationalised in a wide range of ways.
  • Volume 1, Issue 1 of Industrial and Organizational Psychology has a focal article and a large set of accompanying commentaries on the meaning of engagement and its value as a concept. See this pdf of the focal article.
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do these observations answer your question, or should they be edited in as further notes that are part of the question? – Artem Kaznatcheev Jan 31 '12 at 4:40
@ArtemKaznatcheev I guess they reflect a partial answer; I'd love to read a better or more comprehensive answer that anyone else might provide. I'll try to expand on them when I get the time. – Jeromy Anglim Jan 31 '12 at 5:02

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