This research endeavors to understand people's experience of working in a highly engaged team, and specifically to understand the aspects of the work environment that contribute to their engagement. As participants' own perspectives and views are central to gaining a rich insight, a qualitative approach is taken. Twenty-five participants from a large government agency who had worked in highly engaged teams took part in five focus group discussions. The discussions were analysed following thematic analysis techniques, and a thematic network of three interrelated layers was developed to explain the findings. This thematic network focuses more on people's experiences of working in an engaging environment and the feelings associated with these experiences, whereas the literature focuses more on describing engagement and the aspects of the environment which contributes to engagement. At the base of the engagement model, developed from this research, are the seven aspects of the workplace that contribute to people's engagement: leadership; challenging and or varied work; access to knowledge; latitude and responsibility; social atmosphere; safety, trust and support; and respect. Above this are the feelings people connect with working in this environment: feeling at ease and relaxed, having a sense of achievement and satisfaction, and being valued or validated. The top layer of the model is the overall sense of what working in an engaging environment is about: feeling good in one's self. Three further observations are made. Firstly, the team is an important aspect in people's engagement, and a duality exists where the person and the team simultaneously influence each other. Secondly, engagement is an active process; it changes over time, has a lifecycle over people's careers, actively transfers between people and exists within a reinforcing loop. Lastly, engagement within this organisation, refers to a connection to the work or workplace: people were interested, participated, enjoyed and were connected to their work, but maintained a separation. There was no sense of merging one's identity with the work as noted within some of the literature on engagement.

This nonexperimental, correlational study (N = 283) examined the relation among job fit, affective commitment, psychological climate, discretionary effort, intention to turnover, and employee engagement. An internet-based self-report survey battery of six scales were administered to a heterogeneous sampling of organizations from the fields of service, technology, healthcare, retail, banking, nonprofit, and hospitality. Hypotheses were tested through correlational and hierarchical regression analytic procedures. Job fit, affective commitment, and psychological climate were all significantly related to employee engagement and employee engagement was significantly related to both discretionary effort and intention to turnover. For the discretionary effort model, the hierarchical regression analysis results suggested that the employees who reported experiencing a positive psychological climate were more likely to report higher levels of discretionary effort. As for the intention to turnover model, the hierarchical regression analysis results indicated that affective commitment and employee engagement predicted lower levels of an employee’s intention to turnover. The regression beta weights ranged from to .43 to .78, supporting the theoretical, empirical, and practical relevance of understanding the impact of employee engagement on organizational outcomes. Implications for HRD theory, research, and practice are highlighted as possible strategic leverage points for creating conditions that facilitate the development of employee engagement as a means for improving organizational performance.