engleski

Measuring and Managing Employee Engagement - The Path to 2050

The purpose of the research is to raise awareness about the crucial role of adequate engagement policies and practices in reaching high performance. The lack of employee engagement is the top issue currently facing HR and business leaders worldwide, and many empirical studies indicate that improving engagement correlates with improving performance. The paper gives a thorough insight in to the current methodologies of measuring employee engagement and its key theoretical assumptions. Managers often underestimate the role of engagement because they are not aware of the significant hidden costs of employee turnover, absenteeism, sabotage, shrinkage and negative effects on other employees. To properly address the problem of employee engagement the managers should understand the determinants of engagement, i.e. the drivers of engagement and the barriers to engagement. Managing employee engagement is a challenging work and requires an all-organizational approach, as well as engaging managers at all organizational levels, motivated and good equipped to co-create and implement engagement strategies. The paper uses a comparative approach in presenting the current measurement methodologies and issues, and gives a critical analysis of current business practice of managing/improving employee engagement. The author concludes by giving a set of recommendations to business practitioners, government and academics that are in search for best models and practices in measuring and managing employee engagement. The working environment and the work itself should be designed to enable the highest employee engagement levels, and through that the high performance. The implemented engagement policies and programs should be in that process constantly revised to enable long-term success.

employee engagement, measurement, engagement strategies, engagement policies, performance

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