this presentation for Khan's model which is under the employee engagement .

1. Kahn’s work

2. Who is Kahn?
One of the first researchers to identify the concept of
employee engagement was William Kahn, a psychologist
who was interested in understanding the factors involved in
people engagement.

3. Kahn produced his paper, Psychological Conditions of Personal
Engagement and Disengagement (Academy of Management Journal,
December 1990, Vol. 3, no. 4, pp 692-724), following his research to
test the premise that individuals not only can bring varying levels of
themselves physically, cognitively and emotionally to their work, but
that those levels affected their experiences of work and therefore their
performance.

4. Three Dimensions
Within his work, Kahn identified three principle dimensions of employee
engagement - physical, cognitive and emotional. These are defined as follows:
Physical engagement - This relates to the extent to which employees expend
their efforts, both physical and mental, as they go about their jobs. Kahn used
examples of employees describing themselves as 'flying around' during their
work, and experiencing high levels of personal engagement during that time. He
linked the ability to expend physical and mental energy at work with increased
feelings of confidence.
Cognitive engagement - To be engaged at this level, employees need to know
what their employer's vision and strategies are, and what performance they need
to deliver to contribute to them as much as possible.

5. Kahn also drew attention to the meaning that people attached to their work,
theorising that more knowledge encouraged more creativity and confident
decision making.
Emotional engagement - This is based upon the emotional relationship that
employees feel with their employer. A positive relationship will require the
organisation to learn how to create a sense of belonging at work, encouraging
employees to trust and buy in to the values and mission of the company. Kahn
cited the likes of positive interpersonal relations, group dynamics and
management styles as practices that would make people feel safe and trusted.

6. What Khan did within his work was relate three psychological
conditions (feeling safe, meaningfulness and having the right energy
and resources) to the three dimensions of engagement (physical,
cognitive and emotional).
In essence, he believed that engaging people across all three
dimensions would help them to feel secure in their roles, feel that
what the efforts they were making were worth it and believe that they
would be supported in their physical and mental efforts.

7. Has time changed? Is it still relevant?
Before Kahn introduced the concept of personal engagement, managers tended to
think that good performance followed from getting the 'right fit' during
recruitment exercises and providing the right incentives. In raising the topic of
engagement at work through his research, Kahn set in motion a whole field of
discussions and theories about employee engagement.
So are Kahn's three dimensions of engagement still relevant, thirty years on?
They are certainly still being discussed by professionals and researchers in the
field. A Southampton team produced a report in 2015 on staff engagement in the
NHS and cited Kahn as the first academic to bring employee engagement to the
fore.
A lot of research, however, provides a lot of dimensions and definitions. The
aforementioned report mentions the following:

8. •Work/job engagement, which focuses on engagement with tasks
•Multidimensional engagement, separating engagement with a person's job from
their engagement with their employer (which can be different)
•Engagement being dependent upon an individual's attitudes - broadly, a positive
attitude will result in employee engagement
•Self-engagement - how a person relates to high levels of performance.
The Chartered Institute of Personnel & Development (CIPD) also refers to
Kahn's work but notes that there is no one definition of employee engagement,
which has led to different consultants and researchers recommending a variety of
ways to achieve employee engagement. It seems that organisations need to
use employee engagement survey results to influence their thinking on which
dimensions of employee engagement will work for them.

9. Is Kahn's work still relevant in 2022?
Research conducted in 2004 by May et al supported Kahn's assertions on the
relationship between engagement and his psychological conditions of safety,
meaningfulness and energy/resources availability. Some researchers have focused
more on the work people do, while others have followed in Kahn's footsteps and
looked at broader models of employee engagement.
Kahn's work has widened human resources practice beyond simple motivation
techniques to more holistic approaches to employee engagement. For example,
the CIPD recommends creating a strategy that covers organisational
commitment, the enjoyment gained from work, the quality of working
relationships and job satisfaction. Those first three factors can be linked back to
Kahn's dimensions of employee engagement.

10. Kahn's influence can be seen in today's organisational practices such as
implementing wellbeing strategies (physical engagement), workshops to include
staff in the values and strategies of the organisation (cognitive engagement) and
developing management programmes that use coaching and active listening
(emotional engagement).

11. Thanks