Abstract
Employee Engagement (EE) has been inconsistently conceptualized, with traditional approaches focusing on transactional factors such as rewards and job-related incentives, which have proven insufficient in addressing talent mobility and retention challenges. This study proposes a Community Identity Approach to EE, drawing insights from social identity theories, symbolic interactionism, and community psychology to reconceptualize engagement as a function of organizational identity development rather than mere HR interventions. Unlike business organizations, communities foster strong identity and belonging through shared values, rituals, and purpose, despite the absence of tangible rewards. Applying these principles to organizations, the study introduces a theoretical model based on five key propositions: the voluntary decision to seek organizational membership influences identity acceptance and learning, organizational socialization strengthens identity formation, perceived resourcefulness enhances engagement and sustainability, perceived distinctiveness fosters stronger identification, and employee self-value positively impacts commitment. The model suggests that employees engage more deeply when they perceive their organization as prestigious, meaningful, and unique, similar to how individuals maintain strong community ties. By shifting the focus from economic incentives to identity-driven engagement, the study challenges transactional EE approaches and highlights the need for relational and emotional strategies to build long-term employee commitment. Future research should empirically validate this model and explore its application across diverse organizational contexts.