These days many UK and international organisations operate in the knowledge and service intensive economy, where people are the source of production. Therefore, against today’s backdrop of major economic turbulence, employee engagement has become not simply a "nice to have", to be addressed in good times, but may, suggests Linda Holbeche, be key to business survival and sustainability.

These days many UK and international organisations operate in the knowledge and service intensive economy, where people are the source of production. Therefore, against today’s backdrop of major economic turbulence, employee engagement has become not simply a "nice to have", to be addressed in good times, but may, suggests Linda Holbeche, be key to business survival and sustainability.

High-performance theory places employee engagement, or “the intellectual and emotional attachment that an employee has for his or her work”1, at the heart of performance — especially among knowledge workers. That is because, while definitions of engagement vary, the state of employee engagement is generally characterised as a feeling of commitment, passion and energy that translates into high levels of persistence with even the most difficult tasks, exceeding expectations and taking the initiative.

At

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