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Employee Engagement vs Satisfaction vs
Motivation
Employee engagement is hot at the moment.
All companies are realizing that an employee
who is engaged is a productive employee. But
what is the meaning of employee
engagement? How does it differ from
employee motivation, or even employee
satisfaction? In order to understand the
differences, we must first understand each
scenario:
Employee motivation is about getting something in return for their efforts.
Employees are motivated by the prospect of getting a bonus, perk, benefit or
recognition. They may even be motivated to take on more responsibilities and get
promoted. They are motivated by personal gain and may not always do what is
best for the company. Motivated – yes. Engaged – no.
Employee satisfaction deals with happiness. Are employees happy at work? Are
they getting what they want, such as desired salary, perks, etc.? Consider the
employee who comes to work each morning and leaves immediately at quitting
time, the one that asks the question, “What’s in it for me?” Satisfied – yes.
Engaged – no.
Employee engagement is a whole different attitude. It measures two basic things:
Affiliation – are employees connecting with the company,and Effort : are
employees working harder than expected? An employee who is engaged is proud
of the organization he or she works for and will go above and beyond what is
simply required of them in order to see their organization succeed.
Both the motivated employee and the satisfied employee can be excellent
performers. In fact, these employees aren’t doing anything wrong. They are
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performing at the level that is expected of them by the company. But they aren’t
engaged . An engaged employee is going to work toward moving the business to
the next level; an engaged employee will ask, “What is in it for us?”
So, the million-dollar question must be asked: How do we engage our employees?
How do we inspire our employees to work harder and become more proud of the
company they work for?
The first thing we need to do is measure the existing engagement level of the
organization, and, more importantly, analyze the data to find the potential impact
of each engagement driver. Knowing where the company is and what drives
engagement in that particular company is key to moving forward successfully.
Engagement drivers differ from culture to culture, from country to country, and
even from company to company. You need to have a firm understanding of what
engages your employees. Therefore, it is important that you:
Once the drivers of engagement are known in an organization, making changes
that drive employee engagement should be a priority. Although surveys and
survey data by themselves do not “do anything,” change without data is highly
unlikely. Knowing the difference between an engaged employee and a simply
motivated or satisfied one is important, but knowing what drives engagement in
your particular organization is what will make the difference in propelling your
organization to the next level.
To follow Luis on Twitter, you can find him @luis1_velasquez. For some of his
other posts, see, his business blog at www.velasconsulting.com or his book blog
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Written by
at www.beyondthefear.com. This original post was first published at
velasconsulting.com
Skillfully edited by Tara May
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Like Comment
Tom Hutchins
Although the article is intere sting a nd well-meaning, I find the conclusion to
be disingenuous. Engagement is not something that you can legislate, it's
what you get when people genuinely feel that they have more to contribute
and the desire to do so.
Stats and metrics are too easy to game, as people can make a big show of
being engaged because it's expected or they get rewarded, but without
feeling engaged. Your stats and metrics can help pinpoint problem areas
but very quickly they will be bypassed.
Consider that the Soviet Union tried to legislate a socialist utopia into being,
which led to many people paying lipservice to the concepts but in reality the
system just weakened.
So what's to be done?
1) Understand that engagement is a consequence, not an input. Allow
people to decide how they want to engage while gently challenging them.
Those who just want to do a great job and go home to their lives (the vast
majority in my experience, maybe it's different in some countries) can do so
without feeling oppressed or guilty, meaning they'll accept the company
more and be more engaged and more willing.
2) Stop treating people as things. This is the biggest single failure of
management theory: that everyone can be reduced to data sets. Accept
that people have desires and lives that may not be all about the company,
because the more you accept this, the more they will accept you and the
more engaged they become.
3) Accept that employee engagement can feel like a threat. In today's
economy, even skilled, successful and (once)-engaged people are
struggling to keep or find jobs, struggling to buy houses, and bonuses, pay
rises etc are almost non-existent for many while management's relative
take has never been higher. They feel disengaged, de-motivated, and
frankly who can blame them? Their lives are not looking good. Into this you
throw a Molotov cocktail saying, "we want you to be more engaged. You
heard me right - just doing a great job isn't enough anymore". Maybe we
need to stop wanting every employee to be Zuckerberg and just accept,
encourage and reward people for just doing a great job for the company,
every day.
As a closing tho ught: rather than trying to legislate h appiness (or
engagement)... maybe we should try talking to employees and
understanding them as humans. What could be more engaging?
Add your comment
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PepperTap’s collapse shows everything that is
wrong with India’s young internet companies
Low margins and technical glitches mar online grocers' plans.
Like(5) Reply(2) June 26, 2014
Terry Wellma n, Julio Costa, Ondrej Letacek, +2
Helen Eldon FBDO CL
Have you been talking to my boss! I'm sick of being advised to
improve my engagement I only work 2 days a week I travel
miles and don't appreciate being expected to want to go in on
days off for meetings that last an hour yet eat up my whole dayand just bang the party drum. I have no need of motivation I
work hard all day when I'm in work, when I'm not I work hard
on the rest of my life and expect the rest of the staff to do the
same. Sometimes I feel undermined by people who do "go the
extra mile" and turn up early or stay late and do it without pay!
Have they not got lives or are they so bullied by bosses that
they can nolonger say No ?
Like(4) June 26, 2014
Devika Lad, Rimsha Kamal, Michael Timms, +1
Prasad Nageshkar
I like your views - they resonate with me.
Like June 26, 2014
Show More
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