Although employee engagement has dominated management practice for several decades, the scientific discussion still encounters

the fragmentation of the construct. This article examines the transformation of the concept of employee engagement, from early

notions of organisational effectiveness to modern complex multi-dimensional constructs. A systematic analysis of scientific sources

revealed that the concept of engagement has evolved from a limited, results-oriented approach to a holistic (full engagement) model.

The review highlights fundamental theoretical frameworks, including the job demands-resources model, social exchange theory,

and the caring human resource management approach. The lack of consensus indicates the complexity of the phenomenon under

investigation, and contemporary trends emphasise the need to align organisational goals with employees’ personal needs and values.