The Assessment of a Multinational Using the Employee Work Passion Model

Abstract

The Problem.

The current state of employee engagement literature highlights the need for theoretical models and comprehensive constructs that can be practically applied. Without such models and constructs, it is difficult for scholar practitioners to determine how to use the concept of engagement to diagnose and monitor organizational issues.

The Solution.

This article describes a process of assessing employee engagement using an operational definition supported by a social-cognitive model and instrumentation that considers both the job and the organizational factors that influence employee engagement. As such, the process reported addresses key limitations typically found in employee engagement literature.

The Stakeholders.

The intended audience for this article includes scholar practitioners interested in the assessment of and interventions associated with employee engagement.