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Employee Engagement
A review of current thinking

Robertson-Smith G, Markwick C
Report 469, Institute for Employment Studies, June 2009

a study supported by the IES HR Network

1. Engagement is consistently shown as something given by the employee which can benefit the organisation through commitment and dedication, advocacy, discretionary effort, using talents to the fullest and being supportive of the organisation’s goals and values. Engaged employees feel a sense of attachment towards their organisation, investing themselves not only in their role, but in the organisation as a whole.
2. Engaged employees are more likely to stay with the organisation, perform 20 per cent better than their colleagues and act as advocates of the business. Engagement can enhance bottom-line profit and enable organisational agility and improved efficiency in driving change initiatives. Engaged individuals invest themselves fully in their work, with increased self-efficacy and a positive impact upon health and well-being, which in turn evokes increased employee support for the organisation.
3. Engagement levels can vary according to different biographical and personality characteristics. Younger employees may be positive when they first join an organisation, but can quickly become disengaged. Highly extravert and adaptable individuals find it easier to engage. Engagement is a choice, dependent upon what the employee considers is worth investing themselves in.
4. Engagement levels vary according to seniority, occupation and length of service in an organisation but not by sector. The more senior an individual’s role, the greater the chance of being engaged. Presidents, managers, operational and hands-on staff tend to be the most engaged, professionals and support staff the least, but this varies between organisations.
5. There are seven commonly referenced drivers of engagement: the nature of the work undertaken, work that has transparent meaning and purpose, development opportunities, receiving timely recognition and rewards, building respectful and assertive relationships, having open two-way communication systems and inspiring leadership.
6. There are a variety of measures of engagement available. However, the lack of a clear definition of employee engagement and the differing requirements of each organisation means there is likely to be considerable variation in what is measured in these surveys.
7. Being satisfied at work is a weaker predictor of business outcomes than engagement and lacks the two-way reciprocal relationship characteristic of engagement. There is a very strong relationship between organisational citizenship and engagement, as both focus upon going beyond the expected. Both engagement and the psychological contract have a cognitive and emotional element and can depict the two-way employee-employer relationship.

Employee Engagement: A review of current thinking, Robertson-Smith G, Markwick C. Report 469, Institute for Employment Studies, 2009.
ISBN: 978-1-85184-421-0. £25.00. [PDF price: £15.00]

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