“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.
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
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]
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)