ABSTRACT
Employee engagement has generated interest among a range of stakeholder groups including academics (e.g. Kahn, 1990; May et al., 2004; Schaufeli et al., 2002), HR practitioners (e.g. Harter et al., 2002), consultancies (e.g. Masson et al., 2008), and government policy-makers (e.g. MacLeod and Clarke 2009). As this interest in employee engagement has rapidly increased over the last decade (as highlighted by Wilmar Schaufeli in Chapter 1 of this volume), so has the desire to measure, evaluate, and benchmark levels of engagement within and between organizations.
