Paradoks efektywności pracy – między budowaniem zaangażowania a wypaleniem zawodowym

The aim of the hereby article is to point at the inconsistency in building employee’s engagement in the context of work effectiveness. An analysis of engagement and work effectiveness notion and published research results pertaining to both questions were conducted. The article was based on a secondary datum and a desk research method was used. The object of analysis was defining why an increasing pressure on engagement does not lead to an increase of work effectiveness. The conclusions show firstly that an increase of engagement involves a biological and psychical cost increase – an employee works longer and with a bigger passion that can result in both an equal burnout and a lower performance. Secondly, engagement is hardly measurable and it is problematic to be controlled in order to achieve the very measurable work results.