Over the past decade, various researchers have defined employee engagement as a two-way relationship between the employer and employee based on intellectual engagement of the employee towards the organization (Baumruk et al, 2006; Shaw, 2005). In carrying out their role, employees express themselves physically, cognitively and emotionally (Kahn, 1990), they are psychologically present (Saks, 2005) and have a positive and fulfilling state of mind related to work, characterized by vigor (energy and involvement). ), dedication (enthusiasm, pride in working for the organization, inspiration and challenges) and absorption (concentration) (Schaufeli et al, 2002; Baker et al, 2008). The topic of employee engagement has become increasingly popular within the organization. research areas of marketing, business, psychology, and public relations because of the supposed benefits that employee engagement brings to the employee, customers, and the company. Various researchers have listed these benefits, all of which can be divided between the organizational and employee levels. At the organizational level, employee engagement is said to contribute to customer loyalty, profitability, employee turnover (Hayes, T. 2002), stakeholder feedback, growth (Sask, A. 2005; Heskett et al, 2002) outperformance compared to the competition, quality of employee performance (Seijts & Crim, 2006), reputation, increased sales (Kings & Grace, 2004) and customer satisfaction (Heskett et al, 2002). At the employee level, employee engagement is believed to increase employee satisfaction, which then leads to pride in service, an emotional connection between the employee and the organization, and positive word of mouth. This positive mindset could lead to employees being willing to go over a...... middle of paper ......e word of mouth, which would eventually lead to the ultimate goal: financial benefits. However, to achieve these positive results in brand equity, the first chain, EBBE, must be sustainable for the consecutive chains (consumer capital and financial capital) to be profitable, i.e. Employees must have the knowledge and means (EBBE) to reach customers. expectations (CBBE) to achieve organizational profit (FBE). Figure 2 illustrates that internal brand management begins with generating information and disseminating knowledge to employees so that they are able to achieve the desired brand perception for customers (employees). : role clarity, customers: brand commitment). This environment can only be created by treating employees as human beings (Factor H), that is, with respect and dignity, through open, two-way communication (openness).