I have been conducting WSQ-HR training in the areas of Performance Management, Talent Management, Recruitment & Selection and have had the opportunity to work with many corporate groups as well as heterogenous groups in public runs.
Often, whether the discussion topic is on employee performance, retention, motivation or satisfaction etc, as I facilitate the discussions further, invariably the issue of employee engagement comes to the fore. And rightly so.
"Research by Gallup and others shows that engaged employees are more productive. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave. The best-performing companies know that an employee engagement improvement strategy linked to the achievement of corporate goals will help them win in the marketplace.
Top-performing organizations understand that employee engagement is a force that drives performance outcomes. In the best organizations, engagement is more than a human resources initiative -- it is a strategic foundation for the way they do business."
Source:Gallup
And when discussing engagement, the matter of motivation and hence motivation theory - like Hertzberg's 2-Factor Theory or Maslow's Hierarchy of Needs would also inevitably be raised.
In the book, "The Enthusiastic Employee - how companies profit by giving workers what they
want", Wharton School Publishing 2005, authors David Sirota, Louis A Mischkind & Michael Irwin Meltzer look into worker enthusiasm as a factor for organizational success.
They put forth that "the overwhelming majority of people begin a new job with a sense of enthusiasm......people are naturally excited about their work and their organizations, eager to be part of a productive team of co-workers, and reasonable in how they expect to be treated".
In their studies they note that invariably, "something happens to the great masses of employees who begin work enthusiasitcally", they found "significant declines in morale in 9 out of 10 companies" after 6 months of joining. They go on to confidently say that "in fact..often...it is management that kills enthusiasm!".
They go on to "assert that there are three primary sets of goals of people at work: equity, achievement, and camraderie." What they call as their "Three Factor Theory of Human Motivation".
I found the book easy to read, the many examples provided useful and their propositions relevant.
Organizations would do well to consider doing an employee engagement assessment before embarking on new & costly company-wide performance management, reward & compensation, learning & development or talent management & development initiatives.
Often, whether the discussion topic is on employee performance, retention, motivation or satisfaction etc, as I facilitate the discussions further, invariably the issue of employee engagement comes to the fore. And rightly so.
"Research by Gallup and others shows that engaged employees are more productive. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave. The best-performing companies know that an employee engagement improvement strategy linked to the achievement of corporate goals will help them win in the marketplace.
Top-performing organizations understand that employee engagement is a force that drives performance outcomes. In the best organizations, engagement is more than a human resources initiative -- it is a strategic foundation for the way they do business."
Source:Gallup
And when discussing engagement, the matter of motivation and hence motivation theory - like Hertzberg's 2-Factor Theory or Maslow's Hierarchy of Needs would also inevitably be raised.
In the book, "The Enthusiastic Employee - how companies profit by giving workers what they
want", Wharton School Publishing 2005, authors David Sirota, Louis A Mischkind & Michael Irwin Meltzer look into worker enthusiasm as a factor for organizational success.They put forth that "the overwhelming majority of people begin a new job with a sense of enthusiasm......people are naturally excited about their work and their organizations, eager to be part of a productive team of co-workers, and reasonable in how they expect to be treated".
In their studies they note that invariably, "something happens to the great masses of employees who begin work enthusiasitcally", they found "significant declines in morale in 9 out of 10 companies" after 6 months of joining. They go on to confidently say that "in fact..often...it is management that kills enthusiasm!".
They go on to "assert that there are three primary sets of goals of people at work: equity, achievement, and camraderie." What they call as their "Three Factor Theory of Human Motivation".
I found the book easy to read, the many examples provided useful and their propositions relevant.
Organizations would do well to consider doing an employee engagement assessment before embarking on new & costly company-wide performance management, reward & compensation, learning & development or talent management & development initiatives.
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