Global employee work engagement remains critically low, with only 21% of employees engaged worldwide in 2024 and Switzerland ranking near the bottom in Europe at 8%. Existing theories and models that explain employee engagement (Reinforcement Theory, Herzberg’s Two-Factor Theory, Equity Theory, Social Exchange Theory, Expectancy Theory, the Job Characteristics Model, Social Identity Theory, Self-Determination Theory, Conservation of Resource Theory, Psychological Empowerment Theory, Affective Events Theory, and the Job Demands–Resources Model) have been criticized for oversimplifying engagement processes, neglecting cultural and individual differences, and overemphasizing either intrinsic or extrinsic motivators. Addressing these gaps, this study proposes new principles for work engagement that integrate intrinsic and extrinsic motivators, cognitive and environmental variables, and dual employee–organization responsibilities. The framework emphasizes employee contributions (sincere effort, striving for excellence, ownership of meaningful tasks), organizational practices (fair treatment, participation, recognition, meaningful work), and effort–reward alignment as a central mediating mechanism. Moderating factors, including a culture of excellence and shared responsibility, ensure adaptability across diverse employee values, personalities, and motivational orientations. Ten propositions and associated measurement instruments are developed, grounded in established theories while operationalized for the Swiss organizational context, bridging theory and practice. The proposed framework offers a holistic, culturally sensitive, and actionable approach to enhancing engagement, providing both conceptual rigor and practical relevance for scholars and managers aiming to improve employee motivation and performance in complex, knowledge-based workplaces.
Hossan et al. (Mon,) studied this question.