Table 1.

Definitions of “employee engagement.”

References
Schaufeli et al., 2002, p. 74	“a positive, fulfilling work-related state of mind that is characterized by “vigor, dedication and absorption”; this experience is opposed to the contrary experience of burnout”
Maslach and Leiter's, 1997, p. 417	as “a persistent positive affective state characterized by high levels of activation and pleasure,” whereas the experience of burnout is characterized by parallel but opposite dimensions such as exhaustion, cynicism and ineffectiveness
Macey and Schneider, 2008	“a desirable condition, [which] has an organizational purpose, and connotes involvement, commitment, passion, enthusiasm, focused effort and energy, so it has both attitudinal and behavioral components”: the experience of involvement, passion enthusiasm and energy lived by the employee
Harter et al., 2002	individual's involvement and satisfaction with, as well as enthusiasm for, work
Rothbard, 2001, p. 656	“one's psychological presence in or focus on role activities”
Kahn, 1990, p. 694	“the harnessing of organizations members' selves to their work roles, by which they employ and express themselves physically, cognitively and emotionally during role performance”
Shuck and Wollard, 2010, p. 103	“an individual employee's cognitive, emotional and behavioral state directed toward desired organizational outcomes”
Rich et al., 2010	there are three subcomponents of work engagement: physical engagement, emotional engagement and cognitive engagement
Eldor, 2016, p. 332	“a combination of individuals' deeply physical, emotional and cognitive connectedness with the significant facets of their lives: work, personal life and community”