It is, however, noteworthy that although engagement drives job performance, job performance also drives engagement.
Much research has been carried out on the causes of engagement, an issue that is important from both a theoretical and practical standpoint: identifying the drivers of work engagement may enable us to manipulate or influence it. ( ① ) The causes of engagement fall into two major camps: situational and personal. ( ② ) The most influential situational causes are job resources, feedback and leadership, the latter, of course, being responsible for job resources and feedback. ( ③ ) Indeed, leaders influence engagement by giving their employees honest and constructive feedback on their performance, and by providing them with the necessary resources that enable them to perform their job well. ( ④ ) In other words, when employees are able to do their jobs well — to the point that they match or exceed their own expectations and ambitions — they will engage more, be proud of their achievements, and find work more meaningful. ( ⑤ ) This is especially evident when people are employed in jobs that align with their values.
* align with: ~과 일치하다