measuring and fostering employee engagement
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Measuring And Fostering Employee EngagementSammamish Unites States of America, 19-Jun-2015
Dr. Peter Scontrino founder of Scontrino-Powel is a widely recognizedexpert in the application of the principles of industrial-organizationalpsychology writes about how can one measure & foster EmployeeEngagement.
Over the past ten years employee engagement has received growingattention, and for good reason. According to a large study conducted byHewitt Associates, “there is a conclusive, compelling relationship betweenengagement and profitability through higher productivity, sales, customersatisfaction, and employee retention.”
This leads to at least two questions…
1. How can you measure employee engagement?2. What can managers do to increase the degree of employee engagement?
Here are the answers to both questions.
Answer to Question OneResearchers Schaufeli, Salanova, Gonzalez-Roma, and Bakker developed a valid and reliable measure of employeeengagement called the Utrecht Work Engagement Scale (UWES). The UWES measures engagement using the followingnine questions:
1. At my work, I feel that I am bursting with energy2. At my job, I feel strong and vigorous3. I am enthusiastic about my job4. My job inspires me5. When I get up in the morning, I feel like going to work6. I feel happy when I am working intensely7. I am proud of the work that I do8. I am immersed in my work9. I get carried away when I’m working
Answer to Question TwoResearch from Alan Saks (2006) shows that engagement is positively related to five core features of employee work(Hackman & Oldham, 1980):
1. FeedbackThe degree to which the individual obtains direct and clear information about the effectiveness of his or herperformance.
2. AutonomyThe degree to which the job provides substantial freedom, independence, and discretion in scheduling the work andin determining the procedures to carry it out.
3. Skill VarietyThe degree to which a job requires a variety of different activities and a number of different skills to carry out thework.
4. Task IdentityThe degree to which the job requires completing a “whole” piece of work from beginning to end with a visibleoutcome.
5. Task SignificanceThe degree to which the job has a substantial impact on the lives of other people – in the immediate organization orexternal environment.
Managers can create an environment that fosters employee engagement by doing the following:
Providing SupportSetting Clear ExpectationsOffering Regular FeedbackAllowing AutonomyUsing RecognitionBeing TrustworthyBeing ConsistentShowing IntegrityDisplaying Fairness
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Employee engagement will always matter (even though the term pops up so frequently that it may seem like a fad). Managers are perfectly situated to engage their staff, and can start by writing the actions above in a visible location. Then, practice each one with intention on a regular basis with staff. For a larger impact, team up with an expert todesign and implementformal engagement processes – it will pay dividends.
References:
Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology,21, 600–619.Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement andburnout: A confirmative analytic approach. Journal of Happiness Studies, 3, 71–92.
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