What makes an employee feel motivated, connected, and fully invested in their work? This is a question that has intrigued researchers and organisational leaders alike because improving employee engagement can lead to better performance, job satisfaction and organisational success. Therefore, grasping the drivers behind employee engagement is valuable for both employees and organisations.

Much modern theorising in this domain is based on the classic research by William A. Kahn (1990*). His work sheds light on what he terms ‘self-in-role’ processes – the ways individuals express or withhold different parts of themselves (physically, cognitively, and emotionally) during their work.

Personal engagement and disengagement

Personal engagement refers to the expression of an individual’s ‘preferred self’ during task behaviours. Employees who are personally engaged fully involve themselves in their work without having to sacrifice important aspects of their identity, an idea central to the concept of inclusion.

On the other hand, personal disengagement occurs when an employee withdraws and defends their preferred self, resulting in physical, cognitive, and emotional detachment from tasks. They perform their role without a personal connection, leading to incomplete or passive execution of responsibilities.

Psychological conditions driving engagement

Understanding why some employees thrive whilst others disengage can be explained, according to Kahn, through the interplay of three psychological conditions. The first of these, psychological meaningfulness, refers to the sense that one’s efforts at work are valuable and worthwhile. Employees experience work as meaningful when they believe their contributions make a difference to something they care about, are recognised, and are consequential: carrying out tasks which are complete, challenging and provide opportunities for both utilising their skills and learning new ones. As such, meaningfulness arises from the way managers design job roles and align them to the individual’s own goals and values.

How organisations can foster psychological meaningfulness:

  • Ensure job roles align with employees’ personal and professional goals.
  • Provide regular and genuine recognition for contributions.
  • Show employees how their work addresses critical challenges and impacts the organisation’s goals.

The second condition is psychological safety. Employees feel safe to engage when they trust their team and leaders, and when workplace culture promotes inclusivity and respect. Safety within the workplace allows employees to express themselves and devote their energies to their work without fear of negative consequences to their self-image, status, or career. A fear-driven environment induces defensive behaviours in employees, who focus on protecting themselves rather than on their work; it stifles innovation, creativity, and collaboration.

How organisations can promote psychological safety:

  • Foster open communication and respect across all hierarchies.
  • Train leaders to create trust and psychological safety in their teams.
  • Encourage exploration rather than criticism when mistakes are made, framing them as learning opportunities.

The third condition, psychological availability, refers to the individual’s ability to engage at any given time. Factors like mental fatigue, stress, and outside commitments can impact an employee’s capacity to engage fully. Conversely, when they feel supported and have access to adequate resources, their ability to participate actively in their roles increases.

How organisations can improve psychological availability:

  • Manage workloads to avoid burnout or excessive pressure.
  • Ensure employees have access to the information and resources they need to perform their work.
  • Encourage breaks, flexible work arrangements, and work-life balance initiatives.

Influencing factors of engagement

Kahn’s research underscores the importance of understanding the myriad influences at play in shaping employee engagement. These factors span multiple levels:

  • Individual level: personal characteristics, such as resilience and motivation, play a crucial role in determining how an employee engages with their work.
  • Interpersonal level: relationships with colleagues and managers significantly impact engagement. Positive interactions can enhance feelings of safety and meaningfulness.
  • Group level: the dynamics within teams, including cohesion and support, influence individual engagement.
  • Intergroup level: the interaction between different departments or groups within an organisation can affect overall engagement levels.
  • Organisational level: the culture, leadership style, and policies of an organisation create an overarching environment that either nurtures or stifles engagement.

Implications for HR professionals and managers

For organisations striving to boost employee engagement, creating the right psychological conditions is essential. Whilst personal characteristics mean that every employee will engage in their own way, the levers to increase engagement are largely in the hands of managers and leaders. Creating meaningful work (aligning roles with employees’ values and providing opportunities for impactful contributions), cultivating a safe environment (that fosters trust, openness, and an atmosphere where employees feel confident expressing their ideas and concerns), and prioritising employee wellbeing (implementing policies that support work-life balance) are key. At Edgecumbe, we partner with our clients to measure and enhance employee engagement to drive business success. Talk to us to learn how we can help your organisation thrive.

*Kahn, W.A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. The Academy of Management Journal, vol. 33, no. 4, pp. 692-724 (33 pages).