The for employees who bubble with dynamism, enthusiasm,

The contemporary world of work has witnessed
dramatic changes over past decades whether that is because of technological
innovation, meeting the demands of increasingly diverse workforce or any other
economic factor like globalization of business Burke and Cooper (2005); Cooper
and Burke (2002). Ours is the age of cut-throat competition, to live on and to
compete successfully in today’s competitive and tumultuous economic
environment, organizations require employees to be proactive, psychologically
associated in their work and fully engrossed in their roles. During the time of
economic difficulties, such as the recent global downturn, it becomes
predominantly important for the organizations’ to have a workforce i.e.
committed to organizational goals. Retaining a committed workforce can ensure
employers not only to retain their talent during uncertain times but also that
those talented employees will be prepared to make the additional effort needed
to ensure organizational survival (Scrima et al., 2014).

Organizational agility is constantly on the
lookout for employees who bubble with dynamism, enthusiasm, energy, employees
who believe in themselves and their abilities (Bakker and Schaufeli, (2008). The
interest of the organizations’ have inclined more towards hiring employees who
are more innovative and creative and should also help them in a manner that
they can improve the quality of production (Gemlik, Sisman and Sigri,(2010). This
implies that in order to achieve competitive edge organization need to have
engaged employees who are willing to put in that little bit extra for the
business. Also, engaged employees are thoughtful, unified, fully associated and
connected with in their work (Kahn, 1992)5 and they are emotionally
committed to their organization for a longer period of time Buckingham &
Coffman, (1999)5; Wagner & Harter, (2006). Bleeker & Roodt,
(2002)7; Schaufeli & Bakker, (2004)8 stated the
importance for managers of fostering the growth of work engagement as
disengagement or alienation is the dominant problem of workers’ lack of

It is indicated
that wok engagement is beneficial for the employees as well as for the
organization as it is considered to influence the employees on how they do
their work to carry out their tasks Demerouti & Cropanzano, (2010). Also,
positive consequences of work engagement at both individual level as well as
organizational level have been specified by several studies (Bakker etal 2007).
Employees’ personality traits can be regarded as an important variable to
impact their levels of work engagement Ozgur Ongore, (2014). Since individuals
do appear to respond in a different manner to their surroundings or
environments, it is unclear as to why the role of personality traits has been
ignored, to a great extent”. (Kahill, (1988); Zellar, 2000). A study on
different variables of personality can help in answering many questions like,
In what way do human beings are different? In what way and along what
dimensions do they differ?  Why and how
much do they differ? How consistent are the human differences and can they be
measured? And above all it helps in answering the questions that how these
personality traits can help in predicting work engagement.



Engagement is
an important concept to study and analyze because it is associated with the
positive individual and work related outcome as focused by Maslach et al., (2001). Engagement is defined as
‘spontaneous involvement in a role’ and ‘visible investment of attention and
muscular effort’ (Goffman, 1961). Engaged employees quickly adapt to the
changes in their environment, and pass easily from one activity to the other as
compared to their counterparts Laangelaan et al.,
(2006).  The origin of the term ’employee
engagement’ is not completely clear but Gallup organization was the first one
to use this term in the year 1990. Both the terms employee engagement and work
engagement are usually used interchangeably but the latter one is more explicit
and specific. The employees’ relationship with his or her work is referred to
as work engagement whereas employee engagement includes relationship of an
employee with his or her work as well as with the organization.

Work engagement
is by and large identified as the antipode of burnout and also the opposite
ends of the continuum when talked about the relationship which the people
established with their jobs. The term work engagement can also be stated with
the help of few the alternative expressions or words like dedication,
commitment, passion, effort, focused, energetic, absorption, vigor and
enthusiastic. (Schaufeli & Bakker, 2002). Kahn
(1990, p. 692-724) described work engagement as the” harnessing of corporation
members’ selves to their work roles”. It is defined as a “positive, fulfilling
work related state of mind that is characterized by vigor, dedication and
absorption” Schaufeli, Salanova, Gonzalez-Roma &
Bakker, 2002, p. 74.


2.1 Factors
affecting Work engagement: Vigor and dedication are considered as the core dimensions of work
engagement Schaufeli & Bakker, 2004) whereas absorption resembles ‘flow’
i.e. a state of optimal experience.

Vigor: Any individual who experiences aliveness and
energy while working in any organization that effective aspect is referred to
as vigor (Sonnentag and Niessen, 2008). Vigor pertains to high levels of vim,
dynamism, zip and mental exuberance while actively engaged in work. This
variable of work engagement is referred to as an aspect which is dynamic for
the well-being of the employees and is characterized as an immanent feeling of
aliveness and vitality Peterson & Seligman,
(2004); Ryan & Frederick, (1997).