Managing employee engagement in business organizations: models, drivers, and formation tools

The paper explores the conceptual foundations of employee engagement within the framework of effective human capital management in business organizations. The relevance of the study stems from the fact that an understanding of the drivers and mechanisms of engagement is essential for designing managerial practices that foster a supportive organizational environment, address employee needs, and strengthen participation in achieving corporate objectives. The paper reviews theoretical approaches to defining employee engagement, examines the principal engagement models, and synthesizes the key drivers influencing its level. Furthermore, it highlights the distinctions and interconnections between employee engagement and organizational commitment, demonstrating that while these constructs differ in focus and motivational basis, they complement one another. It is argued that effective human capital management requires integrating both categories, as their synergy supports a positive employee experience and provides the foundation for building sustainable competitive advantage. The findings emphasize that fostering and sustaining high levels of engagement in modern business organizations is a complex challenge, necessitating a systemic approach and the application of tools and practices aligned with core engagement drivers. The results may inform the development of effective strategies aimed at enhancing employee engagement as a central component of human capital management.