Category: Employee Engagement

Disecting Employee Engagement – The Engagement Gap and Positive Organizational Stewardship

“Engagement starts with leaders, their self-efficacy, and individual self-determination which then drives or diminishes an organizations performance. When both parties abide by the exchange rules, the result will be a more trusting, loyal relationship with favourable reciprocal exchanges.

Disecting Employee Engagement – Individual Employees

In order to truly achieve a genuine system of engagement, individual employees and employers need to work together creating a positive, trusting, civil, respectful, and mutually beneficial working relationship, which leads to equity, opportunity and growth within the system.

Disecting Employee Engagement – Global Implications

BlessingWhite Research published and Employee Engagement Report in 2011: “Beyond the numbers: A practical approach for individuals, managers and executives”. This post is entirely based on BlessingWhite Research and I encourage everyone to download their free copy of the report at this link: http://www.blessingwhite.com/EEE__report.asp

Disecting Employee Engagement – Rewards & Recognition

Rewards and recognition also play an important role within the engagement equation. One must however be extremely careful in leveraging this component as Maslach et al. (2001) suggest that while a lack of rewards and recognition can lead to burnout, appropriate recognition is important for engagement.[i] The leveraging equation depends on the emphasis of well-being and employee benefits. Lambert (2000) and then Muse, Harris, Giles and Field (2008) showed that benefit and recognition use, depended on the perceived value and were positively associated with important work behaviours.[ii]

Disecting Employee Engagement – Antecedents, Organizational Behaviour & Social Exchange Theory

Various implications exist as a result of organizational behavioural aspects, Kahn (1990) and Maslach et al’s (2001) looked at the antecedents within their models that are necessary for engagement. The core of the model depicts two forms of employee engagement: job and organization engagement.[i] Combined these viewpoints with the Social Exchange theory (SET) create a …

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Disecting Employee Engagement – Self Determination and Self Efficacy Theories

Human are inherently motivated to grow and achieve and will fully commit to and engage in uninteresting tasks when their meaning and value is understood.Satisfying employee needs for competence, relatedness and autonomy will create enduring sustainable motivation. A recent meta-analysis conducted by the Gallup Organization showed that the most profitable work units have people doing what they do best, with people they like, and with a strong sense of psychological ownership for the outcomes of their work. (Harter, 1999)

Disecting Employee Engagement – The Definition

Today’s businesses focus a great deal of attention on employee engagement as its consequences are said to be far reaching on the success of the business. It has been reported that roughly half of the world workforce is not fully engaged. As a result this leads to an “engagement gap”[i] that costs organizations over $300 …

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