Employee engagement at work: a theoretical analysis of terminology and concepts

The article presents a theoretical analysis of the terminology and concepts related to employee engagement at work. It highlights both the historical evolution of the concept and contemporary approaches to its definition. The research is based on a systematic review of the scientific literature, which includes both classical works and recent studies in the fields of organizational psychology and human resource management conducted by both foreign and Ukrainian researchers. Particular attention is paid to defining work engagement as a dynamic process that encompasses physical, cognitive, and emotional components, through which an individual actively utilizes their resources when performing work tasks. The literature analysis revealed that modern approaches to understanding work engagement differ significantly both in terms of content and methodological tools. It has been established that employee engagement is a key factor in enhancing the effectiveness of organizational activities, and the interrelationships among engagement, motivation, loyalty, and professional burnout are also discussed, thereby outlining the prospects for further research in human resource management. The article reviews key concepts of work engagement proposed by researchers such as W. Kahn, C. Maslach, and W. Schaufeli, who define work engagement as a positive affective-motivational state that influences productivity and job satisfaction. The contribution of classical management theories by F. Taylor, L. Gilbreth, M. P. Follett, and E. Mayo is also taken into account, where the integration of the employee, skills, human factors, conflict resolution, and interpersonal relationships remains relevant. Attention is drawn to the contributions of Ukrainian researchers who adapt international experience to national conditions, highlighting aspects of motivation, emotional belonging, and the integration of employees into corporate culture. The article may be useful for scholars and practitioners in the fields of organizational psychology and human resource management, as it offers a conceptual framework for the development of unified models for measuring employee engagement. The obtained results will contribute to the improvement of methods for evaluating employee performance and optimizing human resource management processes, which is especially relevant in today’s competitive environment and amidst rapid changes in the labor market.