Topic: Employee Engagement
Author(s), Title and Publication
Robinson, D., Perryman, S., & Hayday, S. (2004, April). The Drivers of Employee Engagement. Report 408. Institute for Employment Studies.
This study defined engagement, devised its measurement, and established its drivers with data from an Institute for Employment Studies’ (IES) 2003 attitude survey of over 10,000 employees in 14 organizations in the National Health Service (NHS). Engagement was defined as “a positive attitude held by the employee towards the organization and its values”. Its essence included: 1) a positive attitude towards, and pride in the organization, 2) belief in the organization’s products/services, 3) a perception that the organization enables the employee to perform well, 4) a willingness to behave altruistically and be a good team-player, and 5) an understanding of the bigger picture and a willingness to go beyond job requirements.
Results showed that engagement levels were related to a variety of personal and job characteristics and work experiences. Engagement levels declined as employees became older, but rose when employees were older than 60; the oldest group in the study was the most engaged group. Other employee groups having higher engagement levels were minorities, managers and professionals, and those who had a personal development plan, or who had received a formal performance appraisal within the past year. Having an accident or an injury at work or experiencing harassment had a negative impact on engagement.
A sense of feeling valued and involved was the strongest driver of engagement. Employees felt more involved when they 1) were engaged in decision-making, 2) able to voice ideas, and were listened to by managers, 3) had opportunities to develop jobs, and 4) when the organization was concerned for their health and well-being.
Implications for Practice
To improve employee engagement, organizations may need to: 1) help line managers improve their listening and communication skills; 2) stimulate greater two-way communication between employee and employer; 3) assist effective internal co-operation; and 4) foster a development focus, commitment to employee well-being, and clear and accessible HR policies and practices.
Location of Article
The article is available online at: http://www.wellbeing4business.co.uk/docs/Article%20-%20Engagement%20research.pdf