▁The ▁key ▁elements ▁in ▁creating ▁a ▁model ▁of ▁employee ▁eng agement ▁is ▁the ▁measurement ▁of ▁" eng agement ▁drivers " — that ▁is , ▁what ▁are ▁the ▁factors ▁or ▁combinations ▁of ▁factors ▁which ▁affect ▁product ivity ▁and ▁commit ment ▁and ▁can ▁be ▁monitor ed ▁and ▁addressed ▁through ▁people , ▁process ▁or ▁technology ▁changes ? ▁ ▁Many ▁of ▁the ▁“ eng agement ▁drivers ” ▁currently ▁in ▁use ▁internally ▁are ▁H R ▁focused , ▁and ▁in ▁many ▁cases ▁do ▁not ▁del ve ▁deeply ▁into ▁the ▁employee ’ s ▁role ▁in ▁deliver ing ▁the ▁brand / customer ▁experience ▁as ▁a ▁distinct ▁element . ▁ ▁Example ▁ ▁Probably ▁the ▁most ▁comp elling ▁example ▁of ▁this ▁is ▁the ▁service - pro fit ▁chain . ▁The ▁first ▁real ▁case ▁study ▁of ▁this ▁appeared ▁in ▁" The ▁Service ▁Prof it ▁Ch ain " ▁( the ▁so - called ▁S ears ▁Model , ▁Harvard ▁Business ▁Review , ▁ 1 9 9 7 ). ▁This ▁statistical ▁model ▁tracks ▁increases ▁in ▁employee ▁“ eng agement ▁drivers ” ▁to ▁correl ated ▁increases ▁in ▁customer ▁satisfaction ▁and ▁loyal ty , ▁and ▁then ▁correl ates ▁this ▁to ▁increases ▁in ▁total ▁share holder ▁return ▁( TS R ), ▁re venue ▁and ▁other ▁financial ▁performance ▁measures . ▁ ▁Since ▁the ▁service - pro fit ▁chain ▁emer ged , ▁it ’ s ▁been ▁developed , ▁and ▁critic ized , ▁but ▁the ▁general ▁cons ensus ▁is ▁that ▁employee ▁eng agement ▁can ▁contribute ▁roughly ▁ 2 0 % ▁to ▁an ▁organization ’ s ▁T SR ▁( vari ous ▁V ival di