An exploration of the relationship between employee engagement, wellbeing and the role of human resources

As competition becomes fiercer within more stringent economic times, organizations have to act more strategically and change accordingly. The value and contribution of Human Resources becomes paramount in achieving maximum efficiency and effectiveness within organizations. This paper explores the growing academic literature surrounding employee engagement and wellbeing. According to Truss et al 2011:219, "Employee engagement has become something of an international phenomenon over the past few years, driven, on the one hand, by the growing focus within the academic community on positive psychology, and on the other, by the ever-present quest for organizations to find better and more effective ways of motivating staff towards higher performance levels". Our survey research conducted on a sample of 150 companies highlighted the way that the HR function has adapted itself to meet these strategic challenges in an ever changing world. Within this research, particular emphasis was placed upon the use of the Ulrich HR Business Partner model, and its perceived fit as far as employee wellbeing and engagement was concerned. Suggestions are presented as to how the HR function can ensure that the core concepts of employee engagement and wellbeing still operate effectively at strategic, tactical and operational level.