Employee Engagement And Effective Competitive Advantage

1684 WordsOct 27, 20167 Pages
Employees are key to creating sustainable competitive advantage. Consistently, research has shown that employees who are engaged significantly outperform employees who are not engaged on several different key performance metrics (Harter, Schmidt & Hayes, 2002; Gebauer, Lowman & Gordon, 2008; Lockwood, 2007; Vance, 2006). As global replication of technology and processes becomes easier and easier, the differentiation of service becomes critical for an organization in order to shine in an increasingly competitive market. Changing demographics have enabled increased competition for skilled resources regardless of location (Simonds, 2007) with technology innovations and service-focused jobs requiring more specific skills (Lawler, 2000). Now more than ever, companies are recognizing that the ability to attract, engage, develop and retain talent is critical (Lockwood, 2007). Understanding the key to employee engagement and utilizing methods to increase engagement will be a key differentiator for companies looking to achieve long-term success. Background Employee engagement is shaped by many internal and external variables. Basic needs such as fair pay and safe working conditions were primary considerations in the late 1800s. As safe working conditions and fair pay became commonplace, different variables such as job enrichment and personal growth became important for individual workers. Early theorists focused primarily on the individual and theories and research centered
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