Flora Amsi.

Business School.

The Catholic University of Eastern Africa- CUEA.

Dr, Thomas Ngui.

Business School.

The Catholic University of Eastern Africa- CUEA.

CITATION: Flora, A. & Ngui, T. (May, 2018). Drivers of employee engagement: a review of empirical literature: International Journal of Human Resource and Procurement (IJHRP), VOLUME 4 (IV), 21 - 50. ISSN 2105 6008.

ABSTRACT

Employee engagement is one of the most important managerial aspects in an organization. It has an influence on the organizational performance because it determines employee commitment and productivity. Despite such importance, the human resources management literature on employee engagement inadequately informs the practice. Then there was a limited understanding on how the HRM literature on employee engagement inform the practice. Hence, this paper examined the existing gaps in the HRM literature on the drivers of employee engagement and the way they are linked to practice. The review of empirical literature revealed that non-financial drivers play an important role in determining employee engagement, however the financial drivers should not be ignored, especially once the employees want to satisfy the physiological needs. In addition, it was revealed that the drivers of employee engagement are more than HRM practices and also include personality attributes and the organization contextual factors. Moreover, there was limited literature that looked at the drivers of employee engagement from sociological perspective and in accordance with Maslow’s hierarchy Need theory as a result of over reliance on Social Exchange Theory (SET) and Self Determination Theory (SDT). Engagement behavior can also be influenced by social factors, and the hierarchy of needs. Moreover, there was a limited literature on employee engagement that looked at the drivers from a contingency perspective, as well as limited focus on the moderating effect of business size on the relationship between the predetermined drivers and employee engagement. Hence among others, the paper recommends that managers should consider contextual characteristics of their organization when applying the drivers of employee engagement. Managers should also consider both non-financial and financial drivers of employee engagement. Keywords": Employee Engagement, HRM Practice, Personal Attributes, Organizational contextual factors, Drivers of Engagement. View Full PDF Version