employee engagement
Managing for sustainable employee engagement
Developing a behavioural framework
Acknowledgements
We are most grateful for the support from the members of our research consortium and from all the participating organisations who were involved in the project. We are also grateful to Ben Willmott at the
CIPD for his help in getting the project off the ground and producing the report and guide.
This Research Insight was written by Rachel Lewis,
Emma Donaldson-Feilder and Taslim Tharani of Affinity
Health at Work (Rachel Lewis is also a lecturer at
Kingston Business School). Affinity Health at Work is a specialist consultancy offering research and consultancy solutions to improve workplace health and well-being.
For further details about the research project or Affinity
Health at Work, please contact Rachel Lewis, rachel@affinityhealthatwork.com or Emma
Donaldson-Feilder, emma@affinityhealthatwork.com or visit www.affinityhealthatwork.com
2 Managing for sustainable employee engagement
Contents
Introduction 4
What is engagement?
4
Why is employee engagement important?
4
Employee engagement in a changing world
5
Engagement vs well-being?
5
Transactional vs emotional engagement
5
Well-being + engagement = sustainability
6
Managing for employee engagement
7
Managing for employee well-being
8
Managing for sustainable employee engagement: aims of the current research
9
Methodology 10
Results: framework of competencies for ‘managing for sustainable employee engagement’ 11
Discussion and conclusions
15
The way forward
17
Implications for employers
17
Implications for managers
18
Implications for public policy-makers
18
Future research
19
References 20
Managing for sustainable employee engagement 3
Introduction
What is engagement?
• social engagement: actively taking opportunities to
Although it is widely accepted by
Developing a behavioural framework
Acknowledgements
We are most grateful for the support from the members of our research consortium and from all the participating organisations who were involved in the project. We are also grateful to Ben Willmott at the
CIPD for his help in getting the project off the ground and producing the report and guide.
This Research Insight was written by Rachel Lewis,
Emma Donaldson-Feilder and Taslim Tharani of Affinity
Health at Work (Rachel Lewis is also a lecturer at
Kingston Business School). Affinity Health at Work is a specialist consultancy offering research and consultancy solutions to improve workplace health and well-being.
For further details about the research project or Affinity
Health at Work, please contact Rachel Lewis, rachel@affinityhealthatwork.com or Emma
Donaldson-Feilder, emma@affinityhealthatwork.com or visit www.affinityhealthatwork.com
2 Managing for sustainable employee engagement
Contents
Introduction 4
What is engagement?
4
Why is employee engagement important?
4
Employee engagement in a changing world
5
Engagement vs well-being?
5
Transactional vs emotional engagement
5
Well-being + engagement = sustainability
6
Managing for employee engagement
7
Managing for employee well-being
8
Managing for sustainable employee engagement: aims of the current research
9
Methodology 10
Results: framework of competencies for ‘managing for sustainable employee engagement’ 11
Discussion and conclusions
15
The way forward
17
Implications for employers
17
Implications for managers
18
Implications for public policy-makers
18
Future research
19
References 20
Managing for sustainable employee engagement 3
Introduction
What is engagement?
• social engagement: actively taking opportunities to
Although it is widely accepted by
References: GATENBY, M. (2010) Creating an engaged workforce. PETROV, G. and GEORGELLIS, Y. (2012) Emotional or London: Chartered Institute of Personnel and KUPER, H. and MARMOT, M. (2003) Job strain, job AMATI, C.A BLACK, C. (2008) Dame Carol Black’s review of the LEWIS, R., DONALDSON-FEILDER, E BURKE, R.J. (2000) Workaholism in organisations: psychological and physical well-being consequences. MACLEOD, D. and CLARKE, N. (2009) Engaging for Stress Medicine DONALDSON-FEILDER, E. and LEWIS, R. (2011) Information MELCHIOR, M., CASPI, A. and MILNE, B.J. (2007) Personnel and Development. (2009) Preventing stress: promoting positive manager behaviour J. and ROBINSON, V. (2011) Sustainable organisation performance: what really makes the difference? FAIRHURST, D. and O’CONNOR, J. (2010) Employee Shaping the Future, Final Report