PEOPLE.IDEAS.PERFORMANCE

100 These mentioned items undeniably prove that there exists a strong connection between employee enagement and firm competitiveness (Byrne, 2014). Similarly Castellano (Castellano, 2013) emphasizes the most important positives of employee engagement and postulates that this phenomenon dramatically influences a number of organizational effectiveness measures through: HPSOR\HH RXWFRPHV – high job performance, low absenteeism and lateness and low turnover; VWUDWHJLF RXWFRPHV – customer satisfaction and retention, high productivity and quality; ILQDQFLDO RXWFRPHV – high revenues, profits, and shareholder value. Within the framework of his approach above, Castellano clearly depicts the functional view of employee engagement and outlines a wider scene of its impact on human resources and firms. Another way of depicting the main benefits of employee engagement shows the following list, where most items are thoughtfully elaborated (Byrne, 2014): A. (QJDJHG HPSOR\HHV FKRRVH WR EH HQJDJHG – thereby we activate employee autonomy and free will that significantly increases their willingness to perform. B. (QJDJHPHQW FRQWULEXWHV LPPHQVHO\ WR H[SODLQLQJ DQG UHGLFWLQJ RUJDQL]DWLRQDO EHKDYLRXU – therefore, it can be utilized as a unique source of vital information. C. (QJDJHPHQW LV VWURQJO\ UHODWHG WR WKH KHDOWK RI HPSOR\HHV – whereas highly engaged employees report positive health outcomes and well being, those with low levels of engagement often report psychosomatic illnesses, stress and burnout syndrome. US economy invests billions of dollars into improving employees´ health and well-being through engagement. D. (PSOR\HH HQJDJHPHQW LV DQ LPSRUWDQW IHDWXUH DWWHQGLQJ WR FRUSRUDWH VRFLDO UHVSRQVLELOLW\ – firms try to reestablish the trust of the public in the ethical practices and intentions of organizations to send the message they care about profit but not at the expense of their employees´health. As it results from above, employee engagement appears to be strongly interconnected with other fundamental elements of the firm´s macro-environment, which should be taken into consideration by managers, firm owners and employees. 7+( '5,9(56 2) (03/2<(( (1*$*(0(17 A great deal of surveys and studies focus on finding the main drivers facilitating sustainable employee engagement. Through weaving these drivers into individual company cultures, managers can achieve more positive responses from employees and higher levels of engagement. Therefore, knowing the right drivers of engagement should be of prime importance to most managers and firms (Phillips, 2016; Gebauer, Lowman, 2008). However, we should keep in mind that besides their positive impact, these drivers could also have a negative influence on employees and the firm where they work. All in all, the quality of their impact results from the fact whether we take these drivers into consideration and try to utilize them positively or whether we neglect or misuse them. According to Towers Watson (Phillips, 2016), there exists the following list of global top drivers of sustainable engagement: 1) /HDGHUVKLS – strongly influences the growth of the firm, earns employee´s trust and confidence, inspires other employees to follow, transforms the firm to achieve the vision; 2) 2UJDQL]DWLRQV LPDJH – is highly regarded by general public, displays honesty and integrity in firm activities;