Employee Engagement : Tools for Analysis, Practice, and Competitive Advantage

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  • Format: Paperback
  • Copyright: 2009-05-26
  • Publisher: Wiley-Blackwell

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Providing both practical advice, tools, and case examples, Employee Engagement translates best practices, ideas, and concepts into concrete and practical steps that will change the level of engagement in any organization. Explores the meaning of engagement and how engagement differs significantly from other important yet related concepts like satisfaction and commitment Discusses what it means to create a culture of engagement Provides a practical presentation deck and talking points managers can use to introduce the concept of engagement in their organization Addresses issues of work-life balance, and non-work activities and their relationship to engagement at work

Author Biography

William H. Macey is CEO of Valtera and has thirty years of experience consulting with organizations to design and implement survey research programs.

Benjamin Schneider is Senior Research Fellow at Valtera and Professor Emeritus of the University of Maryland.

Karen M. Barbera is a Managing Principal at Valtera Corporation, responsible for overseeing the practice group focused on employee engagement surveys and organizational diagnostics.

Scott A. Young is a Managing Consultant at Valtera Corporation, where he consults with the firm’s organizational survey clients on content development and measurement, reporting and interpretation of results, research, and action planning.

Series Editor:
Steven G. Rogelberg, Ph.D., is Professor and Director of Organizational Science, at the University of North Carolina Charlotte. He is a prolific and nationally recognized scholar. Besides his academic work, he founded and/or led three successful talent management consulting organizations/units. 

Table of Contents

Series Editor's Prefacep. xiii
Prefacep. xv
Acknowledgmentsp. xvii
Engaging Engagementp. 1
How Engagement Makes a Difference and What Engagement Isp. 2
The Business Case for Employee Engagementp. 2
Engagement as Psychic Energy: On the Insidep. 4
Engagement as Behavioral Energy: How Engagement Looks to Othersp. 5
How an Engaged Workforce Creates Positive Financial Consequences for Organizationsp. 8
On High Performance Work Environments: Four Principles for Creating an Engaged Workforcep. 10
The Capacity to Engagep. 10
The Motivation to Engagep. 11
The Freedom to Engagep. 12
The Focus of Strategic Engagementp. 13
Engagement and Discretionary Effortp. 15
Interaction of Cause and Effectp. 16
The Remainder of the Bookp. 16
The "Feel and Look" of Employee Engagementp. 19
The Feel of Engagementp. 20
Urgencyp. 20
Focusp. 21
Intensityp. 22
Enthusiasmp. 23
Cross-Cultural Issues in Describing the Feelings of Engagementp. 24
Summary: The Feel of Engagementp. 27
The Look of Engagement: Employee Behaviorp. 27
Persistencep. 28
Proactivityp. 29
Role Expansionp. 31
Adaptabilityp. 33
Summary: The Look of Engagementp. 35
Strategically Aligned Engagement Behaviorp. 35
On Commitment, Alignment, and Internalizationp. 36
What About Employee Satisfaction?p. 39
Where Does This Take Us?p. 41
The Key to an Engaged Workforce: An Engagement Culturep. 43
What is Organizational Culture?p. 43
Creating a Culture for Engagement: How People are Valued in Organizationsp. 46
p. 46
Trust in Senior Leadership, Trust in Management, and Trust in the Systemp. 50
The Role of Fairness in a Culture of Engagementp. 51
Culture Emergencep. 55
Learning the Culturep. 59
Do the People or the Environment Make the Culture?p. 62
The Role of the Work Itself in a Culture of Engagementp. 66
The Role of Monetary Incentives in a Culture of Engagementp. 68
Does Organizational Success Impact Employee Engagement?p. 70
The Role of Culture in Creating Strategic Employee Engagementp. 72
How Culture Supports Alignmentp. 73
Summaryp. 73
Phase 1 of Creating and Executing an Engagement Campaign: Diagnostics and the Engagement Surveyp. 77
Pre-Survey Diagnostic Activitiesp. 80
Conduct the Background Check and Acquire the "Language"p. 80
Engage Leadership to Define Strategic Engagement and the Supporting Culturep. 82
Craft the Engagement Messagingp. 85
The Engagement Surveyp. 89
Writing Questions that Focus on the Feelings of Engagementp. 91
Writing Questions that Focus on Behavioral Engagementp. 92
Writing Generic Behavioral Engagement Survey Questionsp. 96
Writing Questions that Focus on Creating the Employee Capacity to Engagep. 96
Writing Questions that Focus on Whether People Have a Reason to Engagep. 99
Writing Questions that Focus on Whether People Feel "Free" to Engagep. 100
Summaryp. 102
Phase 2 of Creating and Executing an Engagement Campaign: Action Planning and Interventionp. 105
Survey Results Interpretationp. 106
Benchmarksp. 106
Survey Results Feedbackp. 108
Feedback at the Executive Levelp. 109
Feedback at the Managerial Levelp. 111
Communicating Survey Results Company-Widep. 112
Summaryp. 114
Preparing the Organization for Taking Actionp. 114
Commitment for Actionp. 115
Resources and Tools That Facilitate Action Planning and Changep. 116
Variants on the Action Planning Modelp. 119
How Much Measurable Change is Possible?p. 120
Actual Changes That Build and Maintain Engagementp. 122
Interventions that Build Confidence and Resiliencyp. 123
Interventions that Enhance Social Support Networksp. 125
Interventions that Renew or Restore Employee Energyp. 126
Interventions that Enhance the Motivation to Engagep. 126
Interventions that Enhance the Freedom to Engagep. 129
Interventions Focused on Process Fairnessp. 130
Interventions Focused on Outcome Fairnessp. 132
Interventions Focused on Interactional Fairnessp. 133
Leadership Behavior and Engagementp. 133
Summaryp. 135
Burnout and Disengagement: The Dark Side of Engagementp. 137
Disengagement: Early Unmet Expectations at Workp. 140
The Nature and Trajectory of Burnoutp. 143
The Components of Burnoutp. 145
The Trajectory of Burnoutp. 146
Is Burnout Inevitable?p. 147
Effective Coping With Burnoutp. 150
Social Supportp. 150
Autonomy and Job Controlp. 151
Burnout, Workaholism, and Engagement: Resolution of the Paradoxp. 153
Job Creep and the Erosion of Trustp. 155
Additional Stress Factors and Disengagementp. 155
Remedies and Interventionsp. 157
The Need for Recoveryp. 157
Other Interventionsp. 158
Resistance to Change and Engagement: Another Dark Side of Engagementp. 159
How Should Engagement Initiatives be Communicated?p. 160
Conclusionp. 161
Talking Points: Introducing or Rethinking Engagement in Your Organizationp. 163
Notesp. 175
Author and Name Indexp. 185
Subject Indexp. 189
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