Engagement is considered an attitude toward the organization that connects the identity of the individual to the entity. According to Meyer and Allen (1991), commitment is a psychological state which characterizes the employee's relationship with the organization and which has implications for the decision to continue to join the organization. Meyer and Allen (1997) expanded the meaning of commitment by referring to the employee's emotional attachment, identification and involvement with the organization, as well as the feeling of obligation to the employee to stay in the organization, taking into account the costs he associates with the organization. leave him. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Although there appears to be little consensus regarding the precise meaning of commitment, Meyer and Allen (1997) argue that the different definitions reflect three broad propositions. These propositions indicate that commitment can be considered as: a reflection of an affective orientation towards the organization; recognition of costs associated with leaving the organization; a reflection of a moral obligation to remain within the organization. The different definitions of engagement share a common proposition, in that engagement is seen as a bond or bond between the individual and the organization. Definitions differ as to how this connection is considered to have developed. For example, some researchers talk about behavioral engagement. This is defined as the relative strength of a person's identification and involvement in a particular organization. Conceptually, these researchers characterized commitment by at least three factors: A strong belief in and acceptance of the organization's goals and values; The willingness to exert considerable effort on behalf of the organization; A strong desire to remain a member of the organization. A second form of commitment is called calculated commitment. Calculative engagement is defined as a structural event that occurs as a result of individual-organizational transactions and side-betting alternatives over time. Through calculated commitment, individuals become tied to an organization because they have invested in the organization (e.g., a retirement plan) and cannot afford to part with it. Other types of commitment have emerged, including normative commitment which describes a process by which organizational actions, such as selection, socialization and procedures, as well as individual predispositions, such as attitudes of loyalty, lead to the development of commitment. According to O'Reilly and Chatman (1986) the psychological connection between an employee and an organization can take three distinct forms, called conformity, identification and internalization. They argue that conformity occurs when attitudes and behaviors are adopted not because of shared beliefs but simply to obtain specific rewards. Identification occurs when an individual accepts influence to establish or maintain a satisfying relationship. For example, an individual may feel proud to be part of a project team, respecting its values ​​and achievements without adopting those values ​​as their own. Internalization occurs when the influence is accepted because the attitudes and behaviors induced are consistent with one's own values, that is, the values ​​of the individual, the project team or the organization are the same. Meyer and Allen (1991) developed an integrated approach, using the concepts put forward by different researchers and defined engagementas being composed of three components: An emotional component. This refers to the employee's emotional attachment, identification and involvement in the organization. Those with strong emotional commitment continue to work within the project team or organization because they sincerely want to. They see the organization or project team as part of themselves. An element of continuity. This is a cost-based commitment that the employee associates with leaving the project team or organization. Employees whose primary connection to the entity is based on a commitment to continuity stay with a project team or organization because they need to and have no other viable alternative. A normative component. This refers to the employee's feeling of obligation to stay with the organization. Employees with high levels of normative commitment believe that they should stay on the project team or organization because they are grateful for it. Research findings indicate that employee engagement is very fluid at the start of their employment, but quickly begins to stabilize over time. time. Additionally, management behavior can influence the type of engagement an employee has, in terms of more affective engagement. Employee engagement at work is an important issue for all types of organizations, particularly for organizations undertaking projects or undergoing organizational change programs. Some of the factors that make employee engagement at work imperative include: the trend toward downsizing; professional mobility; job satisfaction; the economic environment. activity. Those who remain represent the “heart, brains and muscle” of the organization (Meyer and Allen, 1997). It is therefore important to retain employees who will bring the greatest benefit to a specific project and to the organization in general. Workers who are less committed to an organization will direct their commitment in other directions (Meyer and Allen, 1997). These employees may begin to evaluate their skills and experience in terms of their market value outside the organization, rather than in terms of their implications for their current or future jobs within the organization. Management must invest in employees who want to remain members of the organization and participate in its projects. It should be noted that staff turnover rates in projects, especially specialist staff, affect the ultimate success of the project in terms of delivering the defined scope on time, cost and quality. Research suggests that employees who develop a high level of work commitment are more likely to be highly satisfied and fulfilled by their work. Therefore, employee engagement at work is essential in developing proactive and innovative project teams and organizations. In today's turbulent global economic scenario, organizational change is a continuous process that requires the support of all employees in the hierarchical structure. Having employees with the appropriate levels of engagement facilitates the change management process and ensures its successful implementation. Furthermore, human resource strategies related to employee recruitment, retention, reward and incentive policies should be defined comprehensively with the primary aim of encouraging employees. possess the appropriate type and level of commitment. It is therefore essential that management understands the dynamics that influence the development of engagement and takes proactive initiatives to ensure that employees want to stay.