Callistus Chinwuba Ugwu, Gladys Nwakego Nnamah, Anayo Chukwunonye Uhiara


Work engagement, a rising construct in organizational psychology has sparked considerable interest lately following the advent of positive psychology which emphasizes optimal flourishing of both the individuals and organizations. Engagement, broadly conceptualized as a way people organize themselves in their work, such that they completely commit their energy physically, mentally and affectionately to their work roles have helped to gain understanding of how positive organizational results such as dedication, proactive behavior, extra-role behavior, increased productivity, satisfaction etc could be achieved. Even though engagement is related to and founded on the groundwork of previous concepts like satisfaction, commitment and citizenship behavior, it is quite distinctive and encompassing, and broader in scope. As evidence kept evolving demonstrating that work engagement is a distinct construct, researchers began to formulate specific instruments to empirically measure the construct. With the existence of refined instruments to measure it, evidence has accumulated showing that the construct is a behavior that is real and exists in organizations and can be scientifically observed and measured. Empirically, both job and personal capacities have been indicated as major antecedents of engagement, and the results shown that engaged employees are more result-oriented and fitter health wise; add to company gains; show stronger customer relationship; exhibit positive job attitudes; and think less of quitting their jobs. Thus, given the theoretical and empirical conceptualization and its distinctiveness as organizational psychology construct, it has proven that the construct is a reality and not a myth.


Employee work engagement, organization psychology, myth, reality, organization

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