Abstract
The article, after having addressed key issues concern engagement, motivation and quality of the manager-employee relationship shows the results of an international research conducted on the topic of engagement from CeRCA - Research Centre on Change and Organizational Learning at the University Carlo Cattaneo - LIUC, in partnership with Professor Julian Birkinshaw of London Business School, with particular attention to identifying those elements of which the company can provide that would allow people to work the best. The analysis was conducted from the "definition" of engagement as "physical, intellectually and emotionally attachment to work and the company you work for." The search, which lasted one year and closed in December 2011, was structured in a series of interviews (50 in six British companies) and an assessment on line (a questionnaire to which 1593 responded workers, employees, managers and executives of companies from different sectors and countries. Of these 1,373 Italians and 220 British). The interest of international research has focused on the corporate population of workers and employees with a medium / low level of responsibility and also medium / low level of remuneration. At the Italian level the survey was extended to higher levels for corporate responsibility and role, involving managers and executives (372 subjects). The analysis shows that the engagement is strongly linked to the perception of "here and now" of the worker and is therefore dynamic, evolving, starts with a combination of perceptions related not to individual relationships with your boss, but perceptions about the organizational structure that defines the operational context within which the employee expresses their skills and carries out his work: '"attachment" to work is influenced by factors that have their roots in the overall context of the company where you work. The contribution argues the need to take into account all factors that contribute to the definition of the status of individual welfare in the workplace, from those facilities (and therefore not in itself motivating) to those that generate a real motivational. The results lead to a profound reflection on the need to develop a new management manifesto.