Do We Really Need Employee Engagement?

Abstract

The article flows from a fundamental premise, namely, employees seek work to address their needs—psychological, safety and security, love and belonging, self-esteem and, finally, self-actualisation. Depending on where the employee is situated on this hierarchy of needs, specific engagement initiatives may be required. The authors explore what leads to real employee engagement and question the prevalent actions that organisations and managers take to enhance it. They ask about the need for any employee engagement actions when work can be motivating and challenging on its own. Work and workplace dynamics play a significant role in ensuring an employee remains motivated, enthusiastic and challenged to deliver to and beyond the expectations of her role. Careful crafting of interventions that connect employees to what they care about most, including fundamental job redesign, could result in the employee owning and seeing meaning and purpose in fulfilling work responsibilities.