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Employee Engagement Is Key To Improving Service Delivery, According To New Report From Kingston University
26/01/2010
By Lea Pachta
A report published today reinforces the message about the significance of employee engagement initiatives across the private and public sectors. Creating an Engaged Workforce, written for the Chartered Institute of Personnel and Development (CIPD) by Kingston University, defines employee engagement as: "being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to others".
Drawing from eight case study organisations, the report confirms that engaged employees:
- perform better
- are more innovative than others
- are more likely to want to stay with their employer
- enjoy greater levels of personal well-being
- perceive their workload to be more sustainable than others
The report, written by an Employee Engagement Consortium research team based at Kingston University's Business School, also confirms that employee voice - opportunities for employees to get involved in discussion about work-related matters and communicate their opinion about aspects of their job - is a strong driver of engagement. Just a third (34%) of employees are the 'vocal-involved', who perceive their work as meaningful and have opportunities to voice their views, yet this category of workers are the most engaged.
Commenting on the findings, CIPD Public Policy Adviser Mike Emmott said:
[i]"There are some important implications here for the public service reform agenda. Public sector employees in the case studies show higher levels of social and intellectual engagement than those in the private sector. This is good news since it suggests that many government departments, local authorities and NHS trusts are consulting across departmental boundaries to generate ideas and help produce strategic responses to the major issues they face.
"On the other hand, the report also shows that public sector employees are less emotionally, and less frequently, engaged. This is a real challenge for public sector managers since, unless employees' hearts are engaged... continued on page two >
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