Employee Engagement

William H. Macey is CEO of Valtera and has thirty years of experience consulting with organizations to design and implement survey research programs. Benjamin Schneider is Senior Research Fellow at Valtera and Professor Emeritus of the University of Maryland.Karen M. Barbera is a Managing Principal at Valtera Corporation, responsible for overseeing the practice group focused on employee engagement surveys and organizational diagnostics.Scott A. Young is a Managing Consultant at Valtera Corporation, where he consults with the firm’s organizational survey clients on content development and measurement, reporting and interpretation of results, research, and action planning.Series Editor:Steven G. Rogelberg, Ph.D., is Professor and Director of Organizational Science, at the University of North Carolina Charlotte. He is a prolific and nationally recognized scholar. Besides his academic work, he founded and/or led three successful talent management consulting organizations/units.

• Series Editor’s Preface PrefaceAcknowledgments1. Engaging EngagementHow Engagement Makes a Difference and What Engagement IsThe Business Case for Employee EngagementEngagement as Psychic Energy: On the InsideEngagement as Behavioral Energy: How Engagement Looks to OthersHow an Engaged Workforce Creates Positive Financial Consequences for OrganizationsOn High Performance Work Environments: Four Principles for Creating an Engaged WorkforceThe Capacity to EngageThe Motivation to EngageThe Freedom to EngageThe Focus of Strategic EngagementEngagement and Discretionary EffortInteraction of Cause and EffectThe Remainder of the Book2. The “Feel and Look” of Employee EngagementThe Feel of EngagementUrgencyFocusIntensityEnthusiasmCross-Cultural Issues in Describing the Feelings of EngagementSummary: The Feel of EngagementThe Look of Engagement: Employee BehaviorPersistenceProactivityRole ExpansionAdaptabilitySummary: The Look of EngagementStrategically Aligned Engagement BehaviorOn Commitment, Alignment, and InternalizationWhat About Employee Satisfaction?Where Does This Take Us?3. The Key to an Engaged Workforce: An Engagement CultureWhat is Organizational Culture?Creating a Culture for Engagement: How People are Valued in OrganizationsThe Central Role of a Culture of Trust in Employee EngagementTrust in Senior Leadership, Trust in Management, and Trust in the SystemThe Role of Fairness in a Culture of EngagementCulture EmergenceLearning the CultureDo the People or the Environment Make the Culture?The Role of the Work Itself in a Culture of EngagementThe Role of Monetary Incentives in a Culture of EngagementDoes Organizational Success Impact Employee Engagement?The Role of Culture in Creating Strategic Employee EngagementHow Culture Supports AlignmentSummary4. Phase 1 of Creating and Executing an Engagement Campaign: Diagnostics and the Engagement SurveyPre-Survey Diagnostic ActivitiesStep 1: Conduct the Background Check and Acquire the “Language”Step 2: Engage Leadership to Define Strategic Engagement and the Supporting CultureStep 3: Craft the Engagement MessagingThe Engagement SurveyWriting Questions that Focus on the Feelings of EngagementWriting Questions that Focus on Behavioral EngagementWriting Generic Behavioral Engagement Survey QuestionsWriting Questions that Focus on Creating the Employee Capacity to EngageWriting Questions that Focus on Whether People Have a Reason to EngageWriting Questions that Focus on Whether People Feel “Free” to EngageSummary5. Phase 2 of Creating and Executing an Engagement Campaign: Action Planning and InterventionSurvey Results InterpretationBenchmarksSurvey Results FeedbackFeedback at the Executive LevelFeedback at the Managerial LevelCommunicating Survey Results Company-WideSummaryPreparing the Organization for Taking ActionCommitment for ActionResources and Tools That Facilitate Action Planning and ChangeVariants on the Action Planning ModelHow Much Measurable Change is Possible?Actual Changes That Build and Maintain EngagementInterventions that Build Confidence and ResiliencyInterventions that Enhance Social Support NetworksInterventions that Renew or Restore Employee EnergyInterventions that Enhance the Motivation to EngageInterventions that Enhance the Freedom to EngageInterventions Focused on Process FairnessInterventions Focused on Outcome FairnessInterventions Focused on Interactional FairnessLeadership Behavior and EngagementSummary6. Burnout and Disengagement: The Dark Side of EngagementDisengagement: Early Unmet Expectations at WorkThe Nature and Trajectory of BurnoutThe Components of BurnoutThe Trajectory of BurnoutIs Burnout Inevitable?Effective Coping With BurnoutSocial SupportAutonomy and Job ControlBurnout, Workaholism, and Engagement: Resolution of the ParadoxJob Creep and the Erosion of TrustAdditional Stress Factors and DisengagementRemedies and InterventionsThe Need for RecoveryOther InterventionsResistance to Change and Engagement: Another Dark Side of EngagementHow Should Engagement Initiatives be Communicated?Conclusion7. Talking Points: Introducing or Rethinking Engagement in Your OrganizationNotesSubject IndexAuthor and Name Index