ABSTRACT
Employee engagement is based on the philosophy that employees can only give the best of their abilities and remain with an organization if the latter is able to meet their individual needs, such as a challenging job, an enabling, social work environment, competitive total rewards and rapid career development. The driver in the instrumental engagement category is compensation which comprises salary and benefits and excludes other forms of psychological incomes, such as career development and advancement. Managerial behaviours that can create disharmony and employee disengagement include: Implicit discrimination, Micro-inequities, Lack of trustworthiness, Taking credit and allocating blame and Lack of respect. Furthermore, employees must be assisted in developing interpersonal skills that will enable them to interact and work with colleagues with mutual respect. Organizations that recognize the importance of the family and individual passions can easily drive employees' engagement through policies and practices that put a high premium on worklife balance.
