Even starting to emerge. According to Cohen (2007) over

though scholars in psychology have been researching the concept for the past 20
years or so, it is relatively new to human resources scholars and yet surprisingly
it is now one of the most talked topics in HRM papers and articles with studies
exploring the impact of engagement starting to emerge. According to Cohen
(2007) over past several years employee engagement has been considered as one
of the most important subject area of HRD by the Society for Human Resource
Management (SHRM).  Because of its
promise and positive role in organisational performance results, researchers
and practitioners are said to be in search of the key factors that drive
employee engagement.  An Article written by
Chalosfsky & Krishna (2009) has discovered that the development of meaningful
workplaces enables increased engagement and commitment.  Developing from meaningful work context,
Fairlie (2011) provided empirical evidence of the intersection of engagement
and meaningful work. Fairlie suggested that by measuring meaningful work
variables such as perceived ability to meet one’s highest career goals, feeling
of personal accomplishment and self-actualisation could be influenced within an
organisation. In 2010, from Shuck and Wollard (2010) review of 159 articles provided
a definition of employee engagement specifically for the HRD field of study. From
the review, engagement was defined as ‘the cognitive, emotional and behavioural
energy an employee directs toward positive organisational outcomes’. Until today
the definition is used in emerging HRD research, for example Shuck, Reio and
Rocco (2011) provided evidence of empirical linkage between engagement
development and variables such as effective commitment, job fit and
psychological climate.  Despite the
potential for employee engagement to increase employee commitment and positive organisational
outcomes, the notion is not without criticism