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Informationen zum Autor 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. Klappentext 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 Zusammenfassung "Employee engagement" has been a buzz word in the human resources community for several years, but there remains an urgent need for scientifically grounded advice for human resources consultants and practitioners as to how to measure and increase it. Inhaltsverzeichnis Series Editor's Preface Preface Acknowledgments 1. Engaging Engagement How Engagement Makes a Difference and What Engagement Is The Business Case for Employee Engagement Engagement as Psychic Energy: On the Inside Engagement as Behavioral Energy: How Engagement Looks to Others How an Engaged Workforce Creates Positive Financial Consequences for Organizations On High Performance Work Environments: Four Principles for Creating an Engaged Workforce The Capacity to Engage The Motivation to Engage The Freedom to Engage The Focus of Strategic Engagement Engagement and Discretionary Effort Interaction of Cause and Effect The Remainder of the Book 2. The "Feel and Look" of Employee Engagement The Feel of Engagement Urgency Focus Intensity Enthusiasm Cross-Cultural Issues in Describing the Feelings of Engagement Summary: The Feel of Engagement The Look of Engagement: Employee Behavior Persistence Proactivity Role Expansion Adaptability Summary: The Look of Engagement Strategically Aligned Engagement Behavior On Commitment, Alignment, and Internalization What About Employee Satisfaction? Where Does This Take Us? 3. The Key to an Engaged Workforce: An Engagement Culture What is Organizational Culture? Creating a Culture for Engagement: How People are Valued in Organizations The Central Role of a Culture of Trust in Employee Engagement Trust in Senior Leadership, Trust in Management, and Trust in the System The Role of Fairness in a Culture of Engagement Culture Emergence Learning the Culture Do the People or the Environment Make the Culture? The Ro...
