A phenomenological exploration of employee engagement: Processes and practices

Abstract

This study explores employee engagement within government organizations in the Kingdom of Bahrain, focusing on how government employees understand and experience engagement in their workplace. By reviewing existing literature and integrating theories such as Social Exchange Theory, Job-Resources Demand Theory, Task-Based Theory, and Psychological-Based Theory, this research identifies gaps in current knowledge about employee engagement in government settings. Through in-depth interviews with employees from a specific ministry, and subsequent analysis using interpretative phenomenological and thematic methods, the study uncovers two key dimensions of employee engagement: the Personal Psychological Dimension and the Environmental/Cultural Dimension. These dimensions represent the core elements and practices that shape and sustain employee engagement in the workplace. The findings highlight that effective engagement practices encompass both individual psychological factors and broader organizational culture. This study contributes to the development of a competency framework for understanding and enhancing employee engagement in the government context, offering valuable insights into the processes and practices that drive employee satisfaction and performance.