1.主管经理 – 主管经理了解组织的目标，并能增加价值的世俗工作。他能够判断一个员工的有效性并提供建设性的反馈，从而帮助员工做出更好的判断。没有一个能干的管理者，同时保持一切都会导致一个表现不佳的员工。
2.Contextual目标 – 与员工需求相一致的目标，并牢记考虑质量和数量的适当时间框架。没有上下文目标导致困惑的员工。员工有虚假的开始和错过最后期限。
3.目标矩阵 – 员工应该能够衡量自己的表现并客观地回归。如果员工不了解客观矩阵，就会让他生气或害怕。因此，客观矩阵应该由经理和员工自己共同为员工创造。
4.资源做好这项工作 – 如果员工没有资源做这项工作，那么不管什么好意，他的工作都会受到影响。如果没有这些资源，这将使员工感到无法实现的目标。
5.自主性 – 这是推动员工参与到全面实施的最重要的因素。如果没有一定程度的自主权，员工只会按照他们的要求去做。由于被微观管理，员工会感到不满。
Because of these positive effects of employee engagement, it becomes imperative that investigate as how to operationalize Employee Engagement in HR practices. Presence of all of the following five factors is a must for employee engagement (Villa, 1996)
1.Competent Manager – A competent manager understands the goals of the organization and can add value mundane work. He is able to judge an employee’s effectiveness and provide constructive feedback thereby helping an employee to make better judgments. Absence of a competent manager while keeping everything same would result in an underperforming employee.
2.Contextual goals – Goals that are aligned to employees needs and set keeping in mind proper time frame for quality and quantity in mind. Absence of contextual goals results in confused employees. Employees have false starts and missed deadlines.
3.Objective matrices – Employees should be able to measure their own performance and regress on them objectively. If the objective matrices is not understood by the employee, it would leave him angry or scared. Therefore Objective matrices should be co-created for the employee by the manager and the employee himself.
4.Resources to do the job – if the employee does not have the resources to do the job then irrespective of all the best intentions, his work would suffer. This would leave the employee frustrated with the goals that he cannot achieve without these resources.
5.Autonomy – This is the most important factor to drive the employee engagement to full implementation. In absence of a certain degree of autonomy employee would only do what they are told to do. Employees would be disgruntled because of being micromanaged.
Even though a lot of academic work has been done on employee engagement, much more is required to put these researches in practice. It is a must to have all the five levers namely: competent manager, contextual goals, objective matrices, resources and autonomy in place together to get an employee actively engaged with the organization. The most important thing for the employer to remember is not to tell the employee what to do but to explain to them what you do. Raising employees’ expectations without matching rewards is the easiest way to disengage an employee. This should be coupled with role clarity at the employee level and focused strategy which everyone in the organization understands.