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characteristics of the job, while engagement is a relatively stable variable thatdifferentiates the individual from others because it is based more on the needto maintain faith and belief in relation to what the job can bring. Engagement isnot subject to cultural and social changes, it valorises the employee, theirpersonal development, and the possibilities of using their skills. It is stronglycorrelated with employee performance, while satisfaction has almost nocorrelation with it. The engagement of employees expresses their attitudes andcommitment towards the company and towards the work itself. It isfundamentally different from satisfaction, which represents an emotional state,or the employee%u2019s affective response to their situation at work.It follows from the above that it is in the interest of the company to have notjust satisfied, but above all engaged employees, because they are the ones whointernalise the company goals and accept them as their own. They work a lot,accept potential frustrations more easily, and their work commitment directlyaffects their performance. HR management has an easier role in relation tothem, because they mobilise themselves when necessary and identify with thecompany%u2019s values. Building or strengthening engagement depends both oncultural factors, such as the way of life and the place of work in it, but also onindividual traits, such as age, gender, socio-professional category, and level ofeducation, as well as corporate factors, for example, from the nature andcontent of the work or the degree of autonomy and responsibility. Engagementcarries commitment, dedication, and identification. Managers can strengthenthe level of engagement, first of all, by giving employees space for selfinvestment, for the growth of their autonomy, and by not forgetting ordinary andextraordinary expressions of recognition of their success.Fulfilling the need for innovation in order to release the existing or potentialenergy, initiative, and creativity of employees also means innovating theirmotivation. At a time when work is changing its meaning and being reorganised,and when competition has almost no boundaries, motivation at all levels of thecompany is a priority challenge. The adoption of an appropriate motivationalstrategy and its effectiveness depends on a complex set of factors related tothe individuals in the company, as well as the economic, technological, andcultural environment. It is widely known that there is no recipe for motivation,because motivation is the internal engine of every individual. However, thereare specific indicators developed in well-known motivational theories for theindividual stages of the motivational process. In any case, taking into accountthe individual approach in the company%u2019s motivational strategy is, andincreasingly will be, imperative.Another challenge for HR management of current companies is meeting thespecific needs of Generations Y and Z. They are 20%u201330-year-old youngpeople starting their careers in companies, who seem to be different from their992.3 Managing People in Europe