KAHN 1990 – NEED-SATISFYING APPROACH In his article "Psychological Conditions of Personal Commitment and Disengagement at Work" (1990), Kahn was the first to apply the theory of engagement in the workplace to explain how an employee engages in the workplace based on several variables, work environment, safety and how he feels about his job, among others. With his research, he attempted to analyze how the above-mentioned variables can influence the way an employee works and connects with others in the workplace. He conducted an interview with 32 people and the results show that people can engage in their work, doing it in the best possible way, or totally disengage, not dedicating themselves fully to their tasks, depending on the value they place. they attribute to their work and how they are made to feel in the workplace. It states that the more valuable an employee feels at work, the more they will engage both physically and emotionally in their tasks. The employee must feel that he or she is making a difference and that what he or she accomplishes is appreciated. Safety is another important variable that Kahn defines as a situation in which the employee has no reason to fear and feels he has the support he needs to complete his tasks. Another variable that influences how an employee works is availability, defined as the employee's ability to engage both physically and emotionally in their work. Kahn's research recognizes that this variable will depend on factors external to the workplace, such as the employee's personal life. These three factors, meaningfulness, helpfulness, and safety, contribute to how an employee engages in self-improvement. They found that the more engaged an organization's employees are, the higher the productivity and the lower the employee turnover. This means that the company will spend less money since it will not have to continually hire staff and spend resources on training. Instead its employees stay because they receive support and derive meaning and satisfaction from work which makes them more engaged in their work. Research also reveals that the higher level of satisfaction an employee derives and the more engaged he or she is, the better the quality of his or her work and the better the results for his or her company. Employee engagement has been found to directly correlate with customer satisfaction and profitability. This was demonstrated by Harter et Al (2002) who showed that companies that scored high on employee engagement had higher profitability and lower staff turnover..