Current models of employee perceptions, such as engagement, overlook crucial elements of how employees evaluate the social aspects of their work, which limits their utility for organisations aiming to make positive changes. This paper aims to address this gap by proposing a new model of employee connection, pertaining to an individual’s perceptions of their connection to their role, their organisation, and the people around them at work. The development of the 36-item Organisational Connection Measure (OCM) was undertaken across three studies, with this paper presenting the final validation study in detail. Results support a general factor structure, suggesting that connection can be understood as a coherent, overarching construct. Additional evidence supports the utility of six distinct sub-factors which show differential relationships with key workplace outcomes. The measure demonstrated strong associations with important self-report outcomes, including lower intention to quit, higher task and contextual performance, and lower reported counterproductive work behaviours. While the sub-factors were highly intercorrelated, their distinct predictive validity highlights their potential value for targeted organisational interventions. This work offers a promising new tool for understanding and enhancing employee connection in organisational contexts.
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