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1.3Rationale for Research consequenceEmployee betrothal is a relatively new concept which has been heavily marketed and announce by management consultancies. The reason for this is because many of these management consultancy firms suggest that employee fight can affect the bottom line, increase business performance, profitability and node service Macey & Schieder (2008 P). Increasing levels of engagement is becoming more all-important(a) 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 set-aside(p) employees are more in all probability to deliver business performance (CIPD 2010)Research into engagement has unveiled that individuals who are engaged are more likely to show enthusiasm for the go away 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 lik e engagement can be determined by measuring its char bouteristic (vigor, committal and absorption) and when measured can be found to be positively related to an individuals 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 celestial sphere of engagement (Robinson et al, 2004). Several of the key concepts of employee engagement derive from social psychology, gulp upon theories that are concerned with motivation, organisational behaviours and attitudes. Some academics argue that employee engagement is basically sr. 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 take their engagement. They cannot c omport HR or the organisation to provide a blanket shape that will fit their whimsical 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 particularized 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)