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Employee engagement is often seen as the cornerstone of high-performing organisations. Research shows that positive employee perceptions of management and engagement practices are linked to increased job satisfaction and organisational commitment, and reduced turnover intentions. According to Gallup, highly engaged workforces can boost organisational productivity and profitability by at least 20%.
Despite this, the majority of companies still fail to achieve meaningful returns on their engagement efforts. All too often, companies apply a “cookie cutter” approach because leaders (wrongly) assume that people possess the same universal needs, beliefs and values (the “false-consensus bias”). Dr Wilson Wong at the CIPD argued, “Engagement of an individual depends on what is salient at the time for that person. Individual differences, circumstances… and personal needs vary enormously”.
Use two key principles to overcome these variations and strengthen engagement:
Sources: Baumgartner, N. (2014) One Engagement Strategy Does Not Fit All, HBR, Nov 26; Wong, W. (2012) Employee Engagement: Re-stating the Bleeding Obvious, Nov 28, CIPD.
Action point: Reflect on your organisation’s engagement practices (and at different levels). Are managers applying a standard “cookie-cutter” approach across the organisation, or are they truly engaging people at the individual and team levels?
The concept explores the significance of employee engagement and the factors that influence the extent to which employees are committed to organisational goals, mission and vision. It also provides an insight as to how organisational employee engagement can increase productivity and decrease staff turnover.
The concept describes a key leadership style that underpins contemporary thinking on participatory and consultative management. Using research evidence and case studies, it explains the advantages and disadvantages of employee-centred leadership styles, and provides step-by-step guidance on implementation and success factors.
Maslow’s Hierarchy of Needs outlines five levels of human motivation: physiological, safety, belonging, esteem, and self-actualisation. It provides businesses with insights to enhance employee engagement, improve performance, and develop strategies that align with core motivational drivers for impactful results.
More than 70% of organisations today practice some form of empowerment initiative. The concept explains how companies introduce empowerment practices and the reasons they are pursuing when doing so.
Join thousands of leaders benefiting from their bi-monthly copy of The Leading Edge on topics like Managing Employee Engagement, to keep themselves at the cutting edge of leadership and management thinking.
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