|ACAS Engage Your Employees for Business Success 2011||This practical advice looks at the expectations employers and employees have of each other and how employers can maintain engagement during difficult economic times.||ACAS|
|Acas Policy Discussion Paper on Employee Engagement||Good employment relations is about understanding what motivates and engages employees and what part you play in making the employee- employer interaction positive and productive. This guide is aimed at helping you improve employee engagement in your organisation. It is intended for employers and managers but will also be of interest to employees and employee representatives.||ACAS|
|Bringing out the best in the people you manage||Employees who are engaged at work - who like their jobs and feel motivated to give it their best - are more productive at work. Research by the Gallup Organization has shown that disengagement is costly: The lower productivity of actively disengaged workers costs U.S. employers about $350 billion a year. On the other hand, dozens of studies have proven that high levels of engagement are linked to retention, better customer service, higher rates of employee commitment, and profitability. As a manager, you play a big role in your organization’s success, in large part through your influence on how engaged employees are at work. This article explores five ways to encourage and motivate the people you manage to give it their best.||Ceridian Corporation and Lynne Gaines|
|Employee Engagement||Employee Engagement is a product of a healthy organisation. Building intensive engagement between employees and their employing organisation is a critical aspect of achieving high level performance from the workforce. The route to obtaining high level employee engagement is to implement a wellbeing and performance strategy that links strong psychological wellbeing with high level performance. This requires a cultural environment that promotes, facilitates and sustains psychological wellbeing and performance.||Professor Derek Mowbray|
|Employee Engagement the Evidence 2012||This paper sets out the evidence for the effectiveness of employee engagement in raising performance and productivity across the UK economy.||Bruce Rayton|
|Employee Engagement vs Employee Wellbeing||Wellbeing specialist Dr Bridget Juniper reveals why employers should shift their focus from engagement to wellbeing when investigating efforts to improve workplace performance. This will benefit the organisations through enhanced performance and, critically, it will also pay dividends to the employees themselves.||Dr Bridget Juniper writing in Occupational Health|
|Employee Engagement White Paper Final||In a world that is changing both in terms of the global nature of work and the diversity of the workforce, engaged employees may be a key to competitive advantage. Companies that understand the conditions that enhance employee engagement will have accomplished something that competitors will find very difficult to imitate.||William G Castellano|
|Engage for Success Report 2014||Engaging for Success - enhancing performance through employee engagement. This report looks at the evidence and business case for the link between employee engagement and performance. It covers the what, why and how of engagement, the evidence, the barriers and what has to happen to make engagement work.||David MacLeod and Nita Clarke|
|the-2014-global-workforce-study-at-a-glance-towers-watson||The 2014 Global Workforce Study provides a detailed view into the attitudes and concerns of workers around the globe. This year’s study includes over 32,000 participants and is part of a larger research initiative designed to capture both employee and employer perspectives on the emerging trends and issues shaping the global workplace.||Towers Watson|
|Happiness and Productivity||In three different styles of experiment, randomly selected individuals are made happier. The treated individuals have approximately 12% greater productivity.||Andrew J. Oswald, Eugenio Proto and Daniel Sgroi|
|How Senior Leaders Drive Employee Engagement Higher||In all industry sectors, turbulent times call for bold leadership. The role of managers and leaders will continue to be an area of focus. This paper – The Multiplier Effect – will provide new evidence that demonstrates the tremendous impact the top, executive level of management has on engagement.||Aon Hewitt|
|How to Disengage Your Employees in Seven Simple Steps||7 steps that show you how to disengage your staff and hopefully give you a few ideas on positive things you can do to help engage your work force.||Ben Quarless in HR Insights|
|Managers: Your Strongest (or Weakest) Link in Driving Employee Engagement?||We have recently seen an increasing number of organisations with middle managers who are less engaged than the employees they are managing. In these organisations, managers often feel under pressure from both upper and lower organisation levels and are frequently asled to do more with fewer resources. In such situations, it can only be a matter of time before the engagement levels of team members are negatively impacted by their disengaged managers.||Aon Hewitt|
|Peak Performance Through Employee Engagement||By 2016, leading organizations will make effective use of technologies to measure and improve employee engagement, to grow revenue and profitability. Employee engagement has a significant impact on organization performance. Learn how HR and IT leaders can exploit technologies to measure and improve employee engagement to reach peak performance.||Thomas Otter, NetDimensions|
|Presenteeism in the Workplace Review and Research Agenda: Johns 2010||Gary Johns traces the development of interest in presenteeism and reviews its several conceptualizations. He offers a definition to guide research that will contribute to both organizational theory and practice. The challenges involved in measuring presenteeism and related productivity loss are considered, and organizational, occupational, and medical correlates are reviewed. Finally, a research agenda for studying presenteeism is presented. A prominent subtext is that scholars in organizational behavior, human resources, organizational psychology, and health psychology have important theoretical and methodological skills that should be brought to bear in studying presenteeism.||Gary Johns|
|Staff Engagement: Current Thinking||This review is relevant to a wide audience whether you are new to engagement or whether you are working to improve and maintain engagement levels in your organisation.||Gemma Robertson-Smith & Carl Markwick|
|Staff engagement-a psychological perspective||Strengthening engagement requires a systemic approach involving the culture that promotes and reinforces engagement, adaptive and effective manager behaviours, resilience against adverse events, and a lifestyle@work that support staff and helps maintain their health and wellbeing. Prof Mowbray provides some tips for managers to encourage greater workforce attachment to the organisation and their work.||Professor Derek Mowbray|
|Sustainable Engagement Report 2012||Taking a questionnaire-based research approach, we identify the specific management behaviours important for enhancing and managing both employee well-being and employee engagement.||Rachel Lewis, Emma Donaldson-Feilder & Taslim Tharani|
|Talking About My Generation: Exploring the Benefits Engagement Challenge||This report provides (HR) professionals and senior reward managers with a new and compelling way of thinking about how to use employee benefits packages to more effectively engage the different generations within today’s workforce. Through the lens of generational science, this report offers a unique insight into the modern multigenerational workforce — a workforce which, for the first time in history, comprises five generational cohorts: Maturists (born pre-1945) Baby Boomers (born between 1945-1960), Generation X (1961-1980), Generation Y (1981-1995) and Generation Z (born after 1995).||Barclays|
|The limits and possibilities of employee engagement||Employee engagement is worth pursuing, not as an end in itself, but as a means of improving working lives and company performance. The evidence of positive business outcomes is as strong as you can get it, even if it is never conclusive. And employee engagement is a classic win-win initiative since it is associated, when done properly, with better employee well being as well as wealth creation. It puts employees at the heart of the enterprise since it is they who judge their managers for their fairness, trust and acting with justice and who, in return, work better in their job, cooperate in innovation and change, and support the organisation which employs them.||John Purcell, John Purcell, Warwick Business School|
|The Price of Presenteeism||Head of Work and Well-Being Ltd Dr Bridget Juniper highlights the role of employee wellbeing programmes in tackling the emerging and costly issue of presenteeism.||Dr Bridget Juniper in Occupational Health|
|What Makes Employees Happy and Productive?||What Makes Employees Happy and Productive? It’s Really Pretty Basic. It seems as though we are consistently seeing data that show decreasing levels of employee engagement and feelings of fulfillment at work. This data can be, and has been, attributed to many factors, such as a lean post-recession workforce, an increasingly competitive talent landscape, and the uber-connected, uber-informed and uber-on business world in which we operate. On a positive note, there is data that suggest workplaces are doing much to negate issues of engagement and work-life balance, but much of this research comes from companies classified as “Best Workplaces,” and considering the frequency of content reporting low levels of engagement, trust, and happiness, such companies may be few and far between.||China Gorman on TLNT|
|Work and the Art of Motivation Maintenance||Motivation climbs when we can see how our work helps others, but people differ in their motivation to help others. How do these differences influence our professional success? Adam Grant discusses a new way of thinking about motivation. Traditionally, when we wanted to motivate employees, we focused on providing incentives or making the work itself more interesting. These approaches overlook the importance of interactions and relationships in motivation. We’re driven to do our best work not only when our tasks are engaging and we expect to be paid well, but also when we can see that our work will have a lasting impact on others.||Adam Grant, Wharton School, University of Pennsylvania|
|Seven benefits that employees love - but cost employers nothing||Heres how you can reward your people without breaking the budget... These seven benefits that employees will love but which cost employers nothing have been created by Tom Burnett and are available on the Friends Life Workplace Focus section of their web site. They cover topics from additional annual leave to reduced dental bills.||Tom Burnett , Friends Life, Workplace Focus|
|Creating a truly engaged workforce and workplace||Employees usually start out with expectations of what they would like to accomplish when they join an organisation. Everyone’s ideas may be different, but in the end the chances are that they will want to achieve job satisfaction and feel that their contribution matters and they are not just a small cog in a large wheel. This article contains eight key items that employees want.||Carole Spiers writing in the Gulf News|
|Employee Outlook 2015 Spring||Some interesting findings in this survey on employee attitudes to organisational culture, line manager behaviour and the performance management process. The survey found a small increase in job satisfaction and engagement levels. At the same time, there is a small increase in people looking for a new job with a different employer. Employees’ perceptions of senior leaders and line managers remain important to driving their satisfaction and engagement at work.||CIPD and Halogen Software|
|8 Focus Areas for Happier Employees||How to keep the best employees loyal, motivated and happy, growing the business and growing within it? If we want to keep our best people happy, then we need to think beyond staff incentives, in all their many guises, from performance related rises to annual bonuses. We need to think about the hearts and minds of our employees.||Paul Russell writing in HR Review|
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