NEW FEATURE: NEWS FEATURE
David Zinger’s Employee Engagement Chronicle provides you with links and short snippets from the most recent writings in the field of Employee Engagement.
This site will feature a regular overview and links to the latest news and writing. There will be a link to an article or post and and a short verbatim tidbit from that post. If you are intrigued I encourage you to click on the author or souces name to read the entire article.
David Zinger’s Employee Engagement Chronicle stives to be your primary source to stay up to date with the news, views, reviews, and research on employee engagement.
Marlene Post wrote about failure to inspire based on the recent Towers Perrin worldwide employee engagement survey: Most of the world’s workers are just not into their jobs. And it’s not pay or benefits they blame, it’s senior management’s failure to inspire them or show an interest in their well-being. Only 21 percent of 88,600 workers surveyed online in 18 countries are “engaged,” or emotionally invested, in their jobs, according to the 2007 Global Workforce Study just released by Towers Perrin, a New York-based global professional services firm.
Tracey E. Schelmetic wrote that for HR Success consider employee engagement: Survey results from a recent International Round-table on the topic of “employee engagement” reveal that organizations with formal employee engagement programs will distance themselves from the competition, particularly in the areas of recruiting, retention and bottom-line financial results. The round-table featured industry experts and co-participants Andy Parsley and David Zinger and was attended by 70 HR professionals and business leaders from Fortune 500 companies.
Rick at Flip Chart Fairy Tales asked: Is a bit of Marxism Good for Managers: If you start from the assumption that alienation is a prevailing force, driving employees towards ever greater disengagement, you realise that management is, in part, an exercise in damage limitation. If you did nothing, your workforce would become more and more disengaged. You need to work hard to counteract this force.
CCH HR Management offered a summary of Watson Wyatt’s employee engagement work in Asia: The study findings demonstrate that engaged employees understand the organization s business goals, the steps required to achieve those goals and how their contributions drive results. They have a strong desire to participate in the company’s success. It is therefore crucial for companies seeking to develop strategies for building engagement, to first have insight into the top drivers of employee engagement within their own unique environment, as it affects productivity, retention and financial performance.
PR Newswire offered the following a story on – Leading Business Researcher Sees Value of Engagement, but Advises Firms to Leverage their Entire Organizational Culture: Research has shown that employees who feel engaged in their jobs tend to work harder and longer, take more pride in their work, and are less likely to quit vs. those who feel less engaged. “But, the research also shows that employee engagement and satisfaction may be more a result of good performance than a cause,” Denison says. “If you’re concerned about business outcomes, it makes a lot more sense to measure and manage the organization as a system,” he said. “Those factors give leaders far more leverage and are far more likely to be a cause of organizational performance than just employee engagement alone. An organization’s culture includes employee involvement and employee engagement, but also includes how the organization adapts to the business environment, focuses on its customers, implements a strategy, and builds global coordination.”
Compiled by David Zinger
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