A Research On Employee Engagement

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Conclusion
The ability to attract, engage, develop and retain talent has been identified as increasingly more important to organizations (Lockwood, 2007). Engaged employees are critical for the success of organizations as the work environment becomes leaner, more information-driven, and more competitive (Wollard, 2011).
Dale Carnegie (2012) teamed with MSW Research and surveyed 1,500 employees to better understand the key drivers of employee engagement. Based on their findings, the key drivers for engagement included an employee’s relationship with their immediate supervisor, a belief in senior leadership, and pride in working for the company. The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged. Saks (2006) also supported these findings in his research as he found that engaged employees are more likely to have a “high-quality relationship with their employer leading them to also have more positive attitudes, intentions, and behaviors” (p.613).
Qualitative and quantitative research by Gallup also supported the importance of the supervisor or manager and his or her influence over individual employee engagement (Harter, Schmidt & Hayes, 2002). Research by Aon Hewitt (2014) shows that leaders are the key to high employee engagement. Per Aon Hewitt (2014), engaging leaders often think and act in different ways than do other leaders. Leaders can often have a multiplier
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