Abstract and Keywords
This article aims to outline the context in which engagement and retention crises have arisen in organizations today. It reviews what it means for an employee to be engaged in the workplace; how good levels of engagement result in better mental and physical health and improved job satisfaction; and what psychological conditions might shape engagement. In particular, while acknowledging that many facilitating agents and factors are at work in building employee engagement, this article argues that the transformational leadership behaviors of front-line supervisors play a critical role in determining various conditions that influence employee engagement, and in turn their health, satisfaction, and retention. Finally, this article discusses future directions and implications for employee engagement research, as well as the role of supervisors in shaping the workplace conditions that better meet the needs of workers.
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