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According to Blizzard (2003;1), the various job categories also differ with regards to the drivers of workers’ satisfaction and engagement - or the lack thereof. Each category faces challenges specific to the type of work involved. Blizzard (2003:2) illustrated the employee engagement hierarchy as follows:

According to McBain (2006:21), the employee engagement concept has emerged as perhaps the most useful idea for HR practitioners in the 21st century. Indeed, such engagement is the “ultimate prize” for employers, according to one consultancy which has done much research into the area (Towers Perrin, 2003:3). Its emergence stems, at least in part, from the way the concept seems to integrate so many different aspects of HR, such as employee satisfaction, commitment, motivation, job design, and involvement (Stairs, 2005).

“Given the clear relationship found between employee satisfaction with diversity and employee engagement, the future focus should hinge on increasing employees’ perceptions of diversity efforts, thus leading to increased levels of employee engagement and reduced turnover,” (Sheridan, 2010:1). “Chief Executive Officers and General Managers who have discounted the importance and value of diversity efforts can no longer afford to do so.”