Employee engagement is an extremely useful organisational advantage. It has been found to be a powerful predictor of internal success factors such as employees’ intention to remain with the organisation, absenteeism, and productivity. In addition it predicts customer and stakeholder satisfaction and correlates highly with commercial outcomes such as profit and revenue growth (Albrecht et al, 2015).
In research into this topic it has often been remarked that employees live in “four worlds”:
- Their job
- Their team
- Their leader
- Their organisation
Research has demonstrated that the first three are the most powerful drivers of employee engagement. The reason for this is that things that are close to us have much more an effect on our mood and perceptions that things that are distant from us. My job my team and my leader are all present in my life every day. My organisation is often an abstraction. Let’s face it, if I’m in a good team in a bad organisation I am in heaven.
Corporate efforts to improve employee engagement often fail because they focus at the organisational level, virtually ignoring factors such as the skills of local leaders, the design of the jobs that their employees undertake, or the nature of the interactions at the local team level.
In 2015 SACS partnered with Deakin University to undertake a major study in engagement which has already resulted in two peer-reviewed publications. In this study were able to measure the key characteristics of job, team, leader and organisation which resulted in higher levels of engagement. We discovered fascinating differences in levels of engagement in different industry sectors and at different levels of remuneration. We also developed measurement instruments for leader behaviours and for organisational engagement climate from this study.
If you’d like to learn more about how you can manage the four drivers mentioned above to maximise engagement in your workforce join us for our upcoming Evidence-Based Insight Seminar which will deal with this topic or the webinar will follow. Click here to find out more.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2 (1), 7-35.
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