Rent 9781405179027 | Employee Engagement : Tools for Analysis, Practice, and Competitive Advantage | Macey, William H.; Schneider, Benjamin; Barbera, Karen M.; Young, Scott A. @knetbooks.com

Summary Table of Contents Author Biography

"Employee engagement" has been a buzz word in the human resources community for several years, but there remains an urgent need for scientifically-grounded advice for HR consultants and practitioners as to how to measure and increase it. This book fills this gap by defining precisely what "employee engagement" means and identifying its primary drivers. The book also provides nuts and bolts guidance for how to introduce the concept of engagement in the organization. Providing both practical advice, tools, and case examples, this book translates ... MORE

Series Editor's Preface	p. xiii
Preface	p. xv
Acknowledgments	p. xvii
Engaging Engagement	p. 1
How Engagement Makes a Difference and What Engagement Is	p. 2
The Business Case for Employee Engagement	p. 2
Engagement as Psychic Energy: On the Inside	p. 4
Engagement as Behavioral Energy: How Engagement Looks to Others	p. 5
How an Engage... MORE	p. 8
On High Performance Work Environments: Four Principles for Creating an Engaged Workforce	p. 10
The Capacity to Engage	p. 10
The Motivation to Engage	p. 11
The Freedom to Engage	p. 12
The Focus of Strategic Engagement	p. 13
Engagement and Discretionary Effort	p. 15
Interaction of Cause and Effect	p. 16
The Remainder of the Book	p. 16
The "Feel and Look" of Employee Engagement	p. 19
The Feel of Engagement	p. 20
Urgency	p. 20
Focus	p. 21
Intensity	p. 22
Enthusiasm	p. 23
Cross-Cultural Issues in Describing the Feelings of Engagement	p. 24
Summary: The Feel of Engagement	p. 27
The Look of Engagement: Employee Behavior	p. 27
Persistence	p. 28
Proactivity	p. 29
Role Expansion	p. 31
Adaptability	p. 33
Summary: The Look of Engagement	p. 35
Strategically Aligned Engagement Behavior	p. 35
On Commitment, Alignment, and Internalization	p. 36
What About Employee Satisfaction?	p. 39
Where Does This Take Us?	p. 41
The Key to an Engaged Workforce: An Engagement Culture	p. 43
What is Organizational Culture?	p. 43
Creating a Culture for Engagement: How People are Valued in Organizations	p. 46
	p. 46
Trust in Senior Leadership, Trust in Management, and Trust in the System	p. 50
The Role of Fairness in a Culture of Engagement	p. 51
Culture Emergence	p. 55
Learning the Culture	p. 59
Do the People or the Environment Make the Culture?	p. 62
The Role of the Work Itself in a Culture of Engagement	p. 66
The Role of Monetary Incentives in a Culture of Engagement	p. 68
Does Organizational Success Impact Employee Engagement?	p. 70
The Role of Culture in Creating Strategic Employee Engagement	p. 72
How Culture Supports Alignment	p. 73
Summary	p. 73
Phase 1 of Creating and Executing an Engagement Campaign: Diagnostics and the Engagement Survey	p. 77
Pre-Survey Diagnostic Activities	p. 80
Conduct the Background Check and Acquire the "Language"	p. 80
Engage Leadership to Define Strategic Engagement and the Supporting Culture	p. 82
Craft the Engagement Messaging	p. 85
The Engagement Survey	p. 89
Writing Questions that Focus on the Feelings of Engagement	p. 91
Writing Questions that Focus on Behavioral Engagement	p. 92
Writing Generic Behavioral Engagement Survey Questions	p. 96
Writing Questions that Focus on Creating the Employee Capacity to Engage	p. 96
Writing Questions that Focus on Whether People Have a Reason to Engage	p. 99
Writing Questions that Focus on Whether People Feel "Free" to Engage	p. 100
Summary	p. 102
Phase 2 of Creating and Executing an Engagement Campaign: Action Planning and Intervention	p. 105
Survey Results Interpretation	p. 106
Benchmarks	p. 106
Survey Results Feedback	p. 108
Feedback at the Executive Level	p. 109
Feedback at the Managerial Level	p. 111
Communicating Survey Results Company-Wide	p. 112
Summary	p. 114
Preparing the Organization for Taking Action	p. 114
Commitment for Action	p. 115
Resources and Tools That Facilitate Action Planning and Change	p. 116
Variants on the Action Planning Model	p. 119
How Much Measurable Change is Possible?	p. 120
Actual Changes That Build and Maintain Engagement	p. 122
Interventions that Build Confidence and Resiliency	p. 123
Interventions that Enhance Social Support Networks	p. 125
Interventions that Renew or Restore Employee Energy	p. 126
Interventions that Enhance the Motivation to Engage	p. 126
Interventions that Enhance the Freedom to Engage	p. 129
Interventions Focused on Process Fairness	p. 130
Interventions Focused on Outcome Fairness	p. 132
Interventions Focused on Interactional Fairness	p. 133
Leadership Behavior and Engagement	p. 133
Summary	p. 135
Burnout and Disengagement: The Dark Side of Engagement	p. 137
Disengagement: Early Unmet Expectations at Work	p. 140
The Nature and Trajectory of Burnout	p. 143
The Components of Burnout	p. 145
The Trajectory of Burnout	p. 146
Is Burnout Inevitable?	p. 147
Effective Coping With Burnout	p. 150
Social Support	p. 150
Autonomy and Job Control	p. 151
Burnout, Workaholism, and Engagement: Resolution of the Paradox	p. 153
Job Creep and the Erosion of Trust	p. 155
Additional Stress Factors and Disengagement	p. 155
Remedies and Interventions	p. 157
The Need for Recovery	p. 157
Other Interventions	p. 158
Resistance to Change and Engagement: Another Dark Side of Engagement	p. 159
How Should Engagement Initiatives be Communicated?	p. 160
Conclusion	p. 161
Talking Points: Introducing or Rethinking Engagement in Your Organization	p. 163
Notes	p. 175
Author and Name Index	p. 185
Subject Index	p. 189
Table of Contents provided by Ingram. All Rights Reserved.

William H. Macey is CEO of Valtera and has thirty years of experience consulting with organizations to design and implement survey research programs.

Benjamin Schneider is Senior Research Fellow at Valtera and Professor Emeritus of the University of Maryland.

Karen M. Barbera is a Managing Principal at Valtera Corporation, responsible for overseeing the practice group focused on employee engagement surveys and organizational diagnostics.

Scott A. Young is a Managing Consultant at Valtera Corporation, where he consults with the firm�s organizational survey clients on content development and measurement, reporting and interpretation of results, research, and action planning.

Series Editor:
Steven G. Rogelberg, Ph.D., is�Professor and Director of Organizational Science, at the University of North Carolina Charlotte.�He is a prolific and nationally recognized scholar. Besides his academic work, he founded and/or led three successful�talent management consulting organizations/units.�

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