Building on Kahn's (1990) ethnographic work, a field study in a U.S. Midwestern insurance company explored the determinants and mediating effects of three psychological conditions — meaningfulness, safety and availability — on employees' engagement in their work. Results from the revised theoretical framework revealed that all three psychological conditions exhibited significant positive relations with engagement. Meaningfulness displayed the strongest relation. Job enrichment and work role fit were positively linked to psychological meaningfulness. Rewarding co‐worker and supportive supervisor relations were positively associated with psychological safety, whereas adherence to co‐worker norms and self‐consciousness were negatively associated. Psychological availability was positively related to resources available and negatively related to participation in outside activities. Finally, the relations of job enrichment and work role fit with engagement were both fully mediated by the psychological condition of meaningfulness. The association between adherence to co‐worker norms and engagement was partially mediated by psychological safety. Theoretical and practical implications related to psychological engagement at work are discussed.

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This study explores the metaphor of managing diversity and its related discourses that dominate current business communication about the changing workforce. We examine the language employed in practitioneroriented texts and consultant websites on diversity. We first illustrate the characteristics of the managerial metaphor, including the emphasis on achieving competitive advantage and a "quick-fix" orientation toward improving managerial competencies regarding diversity. We then analyze the implications of the managerial metaphor in terms of (a) whose interests are emphasized by the metaphor, (b) whose interests are (potentially) marginalized by the metaphor, (c) how the metaphor system relates to power and economic interests, (d) how different metaphors present alternative positions, and (e) implications for business communication. We contend that language that constitutes individuals as resources emphasizes managerial and economic interests and potentially marginalizes human and ethical aspects of diversity.n the 15 years since the publication of Workforce 2000 (Johnston & Packer, 1987), diversity has emerged as an increasingly important issue in management circles. Diversity, workforce diversity, and managing diversity are now frequently used terms in and about business, and managers have been presented with a plethora of materials in the popular press on how to handle a diverse work force (Ferris, Frink, & Galang, 1994). The persistent messages about the need to address the phenomenon of a changing workforce and consumer base have motivated managers and organiza-

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