Key driving factors of employee engagement

The main drivers of engagement are meaningful work (the most important), senior management vision and communication, positive perceptions of one’s line manager and employee voice – employees having a say in matters that concern them (Michael and Stephen,2013). Macey et al (2009) emphasized the work environment and the jobs people do. They noted that: engagement requires a work environment that does not just demand more but promotes information sharing, provides learning opportunities and fosters a balance in people’s lives, thereby creating the bases for sustained energy and personal initiative (Michael and Stephen,2013).

Employee engagement can be achieved through the creation of an organizational environment where positive emotions such as involvement and pride are encouraged, resulting in improved organizational performance, lower employee turnover and better health. At the same time individuals feel positive emotions, they are able to think in a more flexible, open-minded way and are also likely to feel greater self-control, cope more effectively and be less defensive in the workplace (Soni, ND).

According to Penna (2007) research report meaning at work has the potential to be valuable way of bringing employers and employees closer together to the benefit of both where employees experience a sense of community, the space to be themselves and the opportunity to make a contribution, they find meaning. Employees want to work in the organizations in which they find meaning at work. On the other hand, The White (2006) study found that almost two thirds’ (60%) of the surveyed employees want more opportunities to grow forward to remain satisfied in their jobs. Strong manager-employee relationship is a crucial ingredient in the employee engagement and retention formula. Further The Towers Perrin Talent Report (2003) identifies the top ten work place attributes which will result in employee engagement. The top three among the ten drivers listed by Perrin are: Senior management’s interest in employees’ well-being, challenging work and Decision making authority. In other words, CIPD (2006) on the basis of its survey of 2000 employees from across Great Britain indicates that communication is the top priority to lead employees to engagement (Solomon and Sandhya,2010).  

Video 04:Factors of employee engagement 

Source :Japan Dale Carnegie TV.,2013

Michael,A. ,Stephen.T.,2013, Armstrong’s Handbook of Human Resource Management Practice,13^th ed. India, Michael Armstrong.

Soloman,M.,Sandhya,M.S.,2010, ‘Employee Engagement: The Key to Improving Performance ‘,Canadian Center of Science and Education,5(12) ,pp.89-95.