Employee Engagement: Role of Self-efficacy, Organizational Support & Supervisor Support

Abstract

In the prevailing competitive environment, engaged employees are viewed as a strategic asset by both academicians and practicing managers alike. Although academicians have isolated various organizational conditions which they argue initiate engagement, there exists a lack of understanding on the observed variations in engagement levels between employees exposed to similar organizational conditions. Through theoretical arguments as well as empirical support, this study argues that differences between self-efficacy levels in employees are primarily responsible for differences in displayed engage-ment. Based on the findings the study argues and defines engage-ment as expressed empowerment pertaining to a role thus enriching the management literature conce-rning engagement. Suitable managerial implications are also discussed.

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