1. Performance management and engagement
It was suggested by Mone and London (2010) that: ‘Performance management, effectively applied, will help you to create and sustain high levels of engagement, which leads to higher levels of performance’.
Gruman and Saks (2011) observed that: ‘Modern developments often make it difficult for supervisors to “manage” subordinates’ performance. In such an environment it may be more effective for supervisors to focus less on managing performance than on managing the context in which performance occurs, and on fostering the development of employee engagement as a driver of enhanced performance’.
Risher (2012) referred to the solid evidence provided by the Gallup Organization’s research that ‘effective performance management contributes to higher levels of engagement – and better performance’.
Gruman, J A and Saks, A M (2011) Performance management and employee engagement, Human Resource Management Review, 21 (2), pp 123–36
Mone, E M and London, M (2010) Employee Engagement Through Performance Management: A practical guide for managers, Routledge, New York
Risher, H (2012) Employers need to focus on improving performance management, Compensation & Benefits Review, 44 (4), p 188–90

2. Engagement defined
Engagement happens when people are committed to their work and the organization and are motivated to achieve high levels of performance. It has two interrelated aspects:
job engagement which takes place when employees exercise discretionary effort because they find their jobs interesting, challenging and rewarding;
organizational engagement when employees identify with the values and purpose of their organization and believe that it is a great place in which to work and to continue to work.
Other definitions have been produced by:
Kahn, 1990 who regarded it as a psychological state experienced by employees in relation to their work, together with associated behaviours.
Maslach et al (2001) who referred to engagement as: ‘A positive, fulfilling, work-related state of mind that is characterized by vigour, dedication, and absorption.’
Macey et al (2009) who produced the following working definition:
‘Engagement is an individual’s purpose and focused energy, evident to others in the display of personal initiative, adaptability, effort and persistence directed towards organizational goals.’
Kahn, W A (1990) Psychological conditions of personal engagement and disengagement at work, Academy of Management Journal, 33 (4), pp 692–724
Macey, W H and Schneider, B (2008) The meaning of employee engagement, Industrial and Organizational Psychology: Perspectives on Science and Practice, 1, pp 3–30
Maslach, C, Schaufeli, W B and Leiter, M P (2001) Job Burnout, Annual Review of Psychology, 52, pp 397–422

3. The IES model of engagement
Commitment is the relative strength of the individual's identification with, and involvement in an organization.
Organizational citizenship behaviour as defined by Organ (1988) is employee behaviour that goes above and beyond the call of duty, that is discretionary and not explicitly recognized by the employing organization’s formal reward system, and that contributes to organizational effectiveness.
Motivation is the force that energizes, directs and sustains behaviour. It can be intrinsic, ie behaviour is affected by factors which may arise from the work itself and are self‑generated, or extrinsic which occurs when things are done to or for people to motivate them. The motivation element in engagement is intrinsic. As Macey et al (2009) observed: ‘When the work itself is meaningful it is also said to have intrinsic motivation. This means that it is not the pay or recognition that yields positive feelings of engagement but the work itself’. They also commented that engaged employees ‘feel that their jobs are an important part of what they are’.
Source: Armstrong et al, 2010

4. Drivers of engagement job autonomy; support and coaching; feedback;
opportunities to learn and develop;
task variety;
responsibility.
It was stated by Macey et al (2009) that the most important enabler of engagement is the work environment and the jobs people do.
They noted that: ‘Engagement requires a work environment that does not just demand more but promotes information sharing, provides learning opportunities and fosters a balance in people’s lives, thereby creating the bases for sustained energy and personal initiative.’
They also commented that ‘When people have the opportunity to do work in a way that: (a) effectively uses their skills; (b) fits their values and (c) provides them the freedom to exercise choice, they will be fully motivated to engage in their work.
They observed that: ‘Engaged employees feel that their jobs are an important part of who they are’ and that ‘the feeling of engagement cannot occur without a specific purpose or objective’.
Macey, W H, Schneider, B, Barbera, K M and Young, S A (2009) Employee Engagement, Wiley-Blackwell, Malden MA

5. How performance management enhances engagement
Clarify organizational goals and values.
Help to develop more rewarding roles.
Encourage managers to focus on people.
Enable people to have a clear sense of purpose.
Convince people that they are doing well in a job worth doing.
Provide employees with learning opportunities.
Help to develop a positive psychological contract.
Performance management helps to achieve the conditions for engagement specified by Macey et al (2009), namely that ‘Engaged employees feel that their jobs are an important part of who they are’ and that ‘the feeling of engagement cannot occur without a specific purpose or objective’.
Mone and London (2010) commented that performance management enhances engagement by giving greater meaning to the work that employees do. They explained that engagement can be driven by setting performance goals and establishing development plans that support the career success of employees.
Macey, W H, Schneider, B, Barbera, K M and Young, S A (2009) Employee Engagement, Wiley-Blackwell, Malden MA
Mone, E M and London, M (2010) Employee Engagement Through Performance Management: A practical guide for managers, Routledge, New York