ABSTRACT
Research on the antecedents of engagement appears to be more extensive than that which sets out to empirically prove its likely consequences. Having said that there have been numerous scholarly attempts at examining overall satisfaction, commitment, intention to stay, and employee well-being in the context of in-role and extra-role employee performance but have often stopped short of empirically proving causality. The same goes for customer engagement, productivity, profitability, and financial outcomes as consequences of engagement at both the individual and organizational levels.
Several meta-analyses have concluded that customer engagement, productivity, profitability, and reduced turnover are outcomes of employee engagement, even if definitions are hardly consistent. The consequences of engagement relate to both morale and performance outcomes and point to a state of heightened focus and immersion on the part of workers that consequently leads to a positive work climate. These tend to operate both at the individual level as well as influence teams (work units) and broader organization-level outcomes. What is more, they have three distinct referents: the job we perform, the team we work in, and the organization as a whole.
