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1.3 Rationale for Research Topic Employee engagement is a relatively new concept which has been heavily marketed and publicised by management consultancies. The reason for this is because many of these management consultancy firms suggest that employee engagement can affect the bottom line, increase business performance, profitability and customer service Macey & Schieder (2008 P:). Increasing levels of engagement is becoming more important to an organisation because the outcome of employee engagement has been reported to correlate with performance. The CIPD through their research into employee engagement have identified that engaged employees are more likely to deliver business performance (CIPD 2010) Research into engagement has unveiled that individuals who are engaged are more likely to show enthusiasm for the work they do, show willingness to do well and are likely to be engaged by the values of the organisation. To understand what this can look like engagement can be determined by measuring its characteristic (vigor, dedication and absorption) and when measured can be found to be positively related to an individual’s job performance (Bakker et al 2008) Although ‘engagement' can be seen as a buzz word it has also been identified that for such a well-used term there is little associated research in the field of engagement (Robinson et al, 2004). Several of the key concepts of employee engagement derive from social psychology, drawing upon theories that are concerned with motivation, organisational behaviours and attitudes. Some academics argue that employee engagement is basically old wine in new bottles because key concepts by theorists such as Hertzberg, Maslow and Alderfer underpin the notion of employee engagement (Rob... ...ent and sustain it, you must approach it at three different layers of the organisation - the individual, the manager and the executive. Individuals must own their engagement. They cannot expect HR or the organisation to provide a blanket formula that will fit their unique needs. Managers cannot make employees engaged, but they can act as coaches to facilitate their team members' engagement journeys. Managers need to understand the unique interests, talents and aspirations of their employees, and then align these with specific organisational priorities and projects. Executives also have a specific and important role to play. Their focus must be on creating a culture that fuels engagement and business results. Senior teams must 'walk the talk' by demonstrating their own engagement, sharing their passion in candid, consistent communications† (HR Magazine 2013)