Our work on employee engagement has informed a series of IES reports and papers which have, whilst contributing to the debate, led to a definition of engagement; an engagement measure to be used within attitude surveys; and a diagnostic tool to identify the drivers of engagement.
This report is part of The Engaging Manager Series. Each short report in the Engaging Manager Series explores different aspects of engaging management. This report explores how engaging managers deal with difficult situations at work. These include managing poor performance, tackling unacceptable behaviour, and breaking bad news to individuals or the team.
This report explores the engaging manager as a developer, drawing on in-depth discussions with the managers themselves, their own managers, and their teams. We also draw on findings from our earlier research into Managers as Developers of Others.
This report is part of The Engaging Manager Series. Each short report in the Engaging Manager series explores different aspects of engaging management. This report explores the experiences and views of engaged teams, drawing on the findings from in-depth discussions with team members.
This report explores perceptions of engaging managers, drawing on the contributions from their engaged teams. It presents a collection of the thought-provoking words, metaphors and pictures produced, analyses the main themes arising from them, and discusses how they guide our knowledge of the behaviours of engaging managers.
All of IES's work on employee engagement to date has pointed to the importance of the relationship between the employee and the line manager. These findings led to this research, which aimed to identify how, in practice, engaging managers behave. We visited seven organisations and interviewed 25 managers, their teams, and their own managers, about their management style.
This report brings clarity to the debate. Based on a systematic review of the literature on employee engagement and synthesising current thinking and evidence.
Our first research report, The Drivers of Employee Engagement, led to a definition of engagement, an engagement measure to be used within attitude surveys, and a diagnostic tool to identify the drivers of engagement. This deeper investigation tests our engagement measure and drivers tool in different settings and sectors.
Engagement is a frequently used and fashionable term. Research into engagement, however, is almost non-existent. It appears that 'engagement' is not a recognised academic construct, yet all of us feel intuitively that we understand what it means. The work in this report is built on in 'Engagement: The Continuing Story', an IES report which tests our enagement measure and drivers tool in different settings and sectors.
