The concept of employee engagement encompasses the role of positive work relationship in facilitating employees' healthy mental states and well-being in connection
with work and work. Two prominent models of engagement are credited to Kahn (1990) and Schaufeli, Salanova, Gonzalez-Roma and Bakker (2002).
There is also another stream of literature that looks more narrowly on positive relationships at work. Key theorists include Dutton, Glynn and Sprietzer (2006).
Engaging Staff in the Workplace, available at https://www.researchgate.net/publication/254582894_Engaging_Staff_in_the_Workplace, may be of interest.
Organizations are communities, the members of which want worthwhile jobs that inspire them. Naturally, a committed and willing workforce brings substantial benefits.
Some time ago, we recognized that formal relationships cannot by themselves be expected to conduce these entirely: implicit employer–employee exchanges matter. Belatedly, we concede that perceptions of an organization’s rules, ethos, and capabilities, not just the experience staff have of human resource practices, drive levels of effort and associated degrees of job satisfaction.
More and more, organizations say they are looking for win–win solutions that match their needs with those of personnel: they examine the question of motivation with a fresh sense of purpose and conviction. Better still, high-performance organizations marshal and direct substantial resources to build effective behaviors and relationships, often in concert with human resource divisions. Engaging staff has come of age: in the 21st century, the concept affirms the importance of flexibility, change, and unremitting improvement in the workplace.
It is a common sense that once your employees are managed well, they will be automatically motivated, loyal and more productive compred to dissatisfied employees. Please refer to the following link: