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SHRM Foundations Effective Practice Guidelines Employee Engagement and Commitment A guide to understanding, measuring and increasing engagement

in your organization By Robert J. Vance, Ph.D.


Table of Contents Foreword...2 Ac now!edgments.. " About the Author.. # $m%!oyee $ngagement and &ommitment ' $m%!oyee $ngagement( )ey *ngredients +he ,in Between $m%!oyer Practices and $m%!oyee $ngagement A &!oser ,oo at -or .orce /ur0eys Designing $ngagement *nitiati0es( 1uide!ines to &onsider &onc!usion Re.erences "2

/ources and /uggested Readings.#3

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Fore ord +he /7R8 Foundation Board o. Directors a%%reciates how di..icu!t it is .or 7R %ractitioners to ee% abreast o. current research .indings and incor%orate them into their own 7R %ractices. 7uman resource %ro.essiona!s 9ugg!e mu!ti%!e res%onsibi!ities and do not ha0e time to read !ong research re%orts, no matter how bene.icia!. Rea!istica!!y, most 7R %ractitioners wi!! see guidance .rom research .indings on!y i. they are %resented in a c!ear, concise, and usab!e .ormat. +o address this issue and ma e research more accessib!e, the /7R8 Foundation created the Effective Practice Guidelines series in 255#. +he Foundation %ub!ishes a new re%ort annua!!y on di..erent 7R to%ics. Past re%orts, a0ai!ab!e .rom the Foundation, inc!ude Performance Management and Selection Assessment Methods. :ou are now reading the third re%ort in the series( Employee Engagement and Commitment. +o create each re%ort, a sub9ect matter e;%ert with both research and %ractitioner e;%erience disti!!s the research .indings and e;%ert o%inion into s%eci.ic ad0ice on how to conduct e..ecti0e 7R %ractice. +he re%ort is then re0iewed by a %ane! o. academics and %ractitioners to ensure that the materia! is com%rehensi0e and meets the needs o. 7R %ractitioners. An annotated bib!iogra%hy is inc!uded with each re%ort as a con0enient re.erence too!. <ur author is Robert J. Vance, a %artner o. Vance = Renz, ,,& o. /tate &o!!ege, Penn. Dr. Vance has 2' years o. consu!ting, research, and teaching e;%erience. 7e is uni>ue!y >ua!i.ied to !ead us through the to%ic o. em%!oyee engagement. +he new!y created /7R8 Foundation Research A%%!ications &ommittee o0ersees %roduction o. the re%orts. <ur goa! is to %resent re!e0ant research?based now!edge in an easy?to?use .ormat. P!ease !et us now i. you thin we@0e achie0ed that goa!. +he Foundation@s 0ision is A+he /7R8 Foundation ma;imizes the im%act o. the 7R %ro.ession on organizationa! decision?ma ing and %er.ormance, by %romoting inno0ation, education, research and the use o. research?based now!edge.B -e are con.ident that the Effective Practice Guidelines series ta es us one ste% c!oser to ma ing that 0ision a rea!ity. Frederic P. 8orgeson, Ph.D.
&o?&hair, Research A%%!ications &ommittee Associate Pro.essor o. 8anagement 8ichigan /tate Cni0ersity

8aureen J. F!eming, Ph.D.


&o?&hair, Research A%%!ications &ommittee Pro.essor o. 8anagement Cni0ersity o. 8ontana

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!c"no ledgments +he /7R8 Foundation is grate.u! .or the assistance o. the .o!!owing indi0idua!s in %roducing this re%ort( Editor Frederic P. 8orgeson, Ph.D. Associate Pro.essor o. 8anagement, $!i Broad &o!!ege o. Business 8ichigan /tate Cni0ersity Reviewers Judith ,. &!ar , /P7R, &P& President, 7R Answers, *nc. J+ )ostman, Ph.D. Director, Peo%!e $>uity /o!utions, 8etrus 1rou% -i!!iam A. /chiemann, Ph.D. &hairman and &$<, 8etrus 1rou% Pro ect Manager Beth 8. 8cFar!and, &A$ 8anager, /%ecia! Pro9ects, /7R8 Foundation For %ermission to inc!ude engagement de.initions, sur0ey items, mode!s, and business resu!ts in this re%ort, sincere than s to( Brian 1areau, &ater%i!!ar *nc. Rache! /a..erstone, &or%orate ,eadershi% &ounci! Jenni.er )au.man, De!! *nc. Pau! Berntha!, De0e!o%ment Dimensions *nternationa! Ray Baumru , 7ewitt Associates ,,& &raig Ramsay, *ntuit *nc. Jac -i!ey, )ene;a &ar!a /hu!!, 8o!son &oors Brewing &om%any Jim 7arter, +he 1a!!u% <rganization +om Da0en%ort, +owers Perrin

8a9or .unding .or the $..ecti0e Practice 1uide!ines series is %ro0ided by the 7uman Resource &erti.ication *nstitute D7R&*E and the /ociety .or 7uman Resource 8anagement D/7R8E.

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!bout t#e !ut#or Robert $% &ance' P#%(% Robert J. Vance is a %artner o. Vance = Renz, ,,&, o. /tate &o!!ege, Pa., a %ro0ider o. customer?.ocused so!utions to %rob!ems in human resource management and organizationa! de0e!o%ment. Dr. Vance has 2' years o. consu!ting, research and teaching e;%erience. 7e has directed %ro9ects in many %ri0ate and %ub!ic sector organizations in the areas o. %ersonne! se!ection, training, %er.ormance management, sa.ety, em%!oyee and customer sur0eys, organizationa! de0e!o%ment, inno0ation im%!ementation and wor .orce de0e!o%ment. A member o. the /ociety .or *ndustria! and <rganizationa! Psycho!ogy D/*<PE, the American Psycho!ogica! Association DAPAE, the Academy o. 8anagement, and the American Association .or the Ad0ancement o. /cience, his wor has a%%eared in such %ub!ications as the !ournal of Applied Psychology" Personnel Psychology" #eadership $uarterly" Group and %rgani&ation Management" and 'uman Performance. Recent %ub!ications inc!ude a cha%ter in Customer Service (elivery) Research and *est Practices Dedited by ,. Fog!iE, and A<rganizationa! &ynicism,B a contribution to the .orthcoming Encyclopedia of +ndustrial and %rgani&ational Psychology Dedited by /. Roge!bergE. Dr. Vance ser0ed on a Fationa! Research &ounci! committee e;amining .uture directions .or occu%ationa! ana!ysis and c!assi.ication systems, and on an APA tas .orce on wor .orce ana!ysis. 7e is a coreci%ient o. the /*<P@s 3GG2 8. /cott 8eyers Award .or A%%!ied Research in the -or %!ace, and the nationa! Cni0ersity &ontinuing $ducation Association@s 3GG# Programming Award. 7e recei0ed his Ph.D. in industria! and organizationa! %sycho!ogy .rom Pennsy!0ania /tate Cni0ersity.

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Employee Engagement and Commitment


Employee engagement first. [No] company, small or large, can win over the long run without energized employees who believe in the [firms] mission and understand how to achieve it. Thats why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds. Jack and Suzy Welch

$m%!oyees who are engaged in their wor and committed to their organizations gi0e com%anies crucia! com%etiti0e ad0antagesHinc!uding higher %roducti0ity and !ower em%!oyee turno0er. +hus, it is not sur%rising that organizations o. a!! sizes and ty%es ha0e in0ested substantia!!y in %o!icies and %ractices that .oster engagement and commitment in their wor .orces. *ndeed, in identi.ying the three best measures o. a com%any@s hea!th, business consu!tant and .ormer 1enera! $!ectric &$< Jac -e!ch recent!y cited em%!oyee engagement .irst, with customer satis.action and .ree cash .!ow coming in second and third, res%ecti0e!y.3 ARea%ing Business Resu!ts at &ater%i!!arB and A$ngagement Pays <.. at 8o!son &oors Brewing &om%anyB show two e;am%!es o. com%anies that bene.ited .rom enhancing engagement and commitment. Reaping )usiness Results at Caterpillar &onstruction?e>ui%ment ma er &ater%i!!ar has garnered im%ressi0e resu!ts .rom its em%!oyee engagement and commitment initiati0es, inc!uding( I2.2 mi!!ion annua! sa0ings .rom decreased attrition, absenteeism and o0ertime D$uro%ean %!antE a J5K increase in out%ut in !ess than # months DAsia Paci.ic %!antE a decrease in the brea ?e0en %oint by a!most '5K in unitsLday, and a decrease in grie0ances by 25K Dunionized %!antE a I2 mi!!ion increase in %ro.it and a "#K increase in high!y satis.ied customers Dstart?u% %!antE

Engagement Pays *ff at Molson Coors )re ing Company At be0erage giant 8o!son &oors, engaged em%!oyees were ' times !ess !i e!y than nonengaged em%!oyees to ha0e a sa.ety incident and J times !ess !i e!y to ha0e a !ost? time sa.ety incident. 8oreo0er, the a0erage cost o. a sa.ety incident .or engaged em%!oyees was I6", com%ared with an a0erage o. I"G2 .or nonengaged em%!oyees. By strengthening em%!oyee engagement, the com%any sa0ed I3,J23,J65 in sa.ety costs '
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during 2552. $ngagement a!so im%ro0ed sa!es %er.ormance at 8o!son &oors( ,ow? engagement teams .e!! .ar behind engaged teams in 255' sa!es 0o!umes. *n addition, the di..erence in %er.ormance?re!ated costs o. !ow? 0s. high?engagement teams tota!ed I2,35#,22".

But what are em%!oyee engagement and commitment, e;act!yM +his re%ort e;amines the ways in which em%!oyers and cor%orate consu!tants de.ine these terms today, and o..ers ideas .or strengthening em%!oyee engagement. +hough di..erent organizations de.ine engagement di..erent!y, some common themes emerge. +hese themes inc!ude em%!oyees@ satis.action with their wor and %ride in their em%!oyer, the e;tent to which %eo%!e en9oy and be!ie0e in what they do .or wor and the %erce%tion that their em%!oyer 0a!ues what they bring to the tab!e. +he greater an em%!oyee@s engagement, the more !i e!y he or she is to Ago the e;tra mi!eB and de!i0er e;ce!!ent on?the?9ob %er.ormance. *n addition, engaged em%!oyees may be more !i e!y to commit to staying with their current organization. /o.tware giant *ntuit,2 .or e;am%!e, .ound that high!y engaged em%!oyees are 3." times more !i e!y to be high %er.ormers than !ess engaged em%!oyees. +hey are a!so ' times !ess !i e!y to 0o!untari!y !ea0e the com%any. &!ear!y, engagement and commitment can %otentia!!y trans!ate into 0a!uab!e business resu!ts .or an organization. +o he!% you rea% the bene.its o. an engaged, committed wor .orce at your organization, this re%ort %ro0ides guide!ines .or understanding and measuring em%!oyee engagement, and .or designing and im%!ementing e..ecti0e engagement initiati0es. As you wi!! see, e0eryday human resource %ractices such as recruitment, training, %er.ormance management and wor .orce sur0eys can %ro0ide %ower.u! !e0ers .or enhancing engagement.

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Employee Engagement Defined


CORPOR !"O#S
Caterpillar ngagement is the e!tent of employees commitment, work effort, and desire to stay in an organization. Dell "nc. ngagement" To compete today, companies need to win over the #$N%& 'rational commitment( and the ) *+T& 'emotional commitment( of employees in ways that lead to e!traordinary effort. "ntuit$ "nc., ngagement describes how an employee thinks and feels about, and acts toward his or her -ob, the work e!perience and the company. CO#S%&! #!S and RESE RC'ERS Corporate &eadership Council ngagement" The e!tent to which employees commit to something or someone in their organization, how hard they work and how long they stay as a result of that commitment. De(elopment Dimensions "nternational ngagement is the e!tent to which people en-oy and believe in what they do, and feel valued for doing it. !he )allup Organization mployee engagement is the involvement with and enthusiasm for work 'e*itt ssociates ngagement is the state of emotional and intellectual commitment to an organization or group producing behavior that will help fulfill an organizations promises to customers . and, in so doing, improve business results. ngaged employees" &tay . They have an intense desire to be a part of the organization and they stay with that organization/ &ay . They advocate for the organization by referring potential employees and customers, are positive with co0workers and are constructive in their criticism/ &trive . They e!ert e!tra effort and engage in behaviors that contribute to business success.

"nstitute for Employment Studies+ ngagement" * positive attitude held by the employee toward the organization and its values. *n engaged employee is aware of business conte!t, and works with colleagues to improve performance within the -ob for the benefit of the organization. The organization must work to develop and nurture engagement, which re1uires a two0way relationship between employer and employee. ,ene-a ngagement is the e!tent to which employees are motivated to contribute to organizational success, and are willing to apply discretionary effort 'e!tra time, brainpower and effort( to accomplishing tasks that are important to the achievement of organizational goals. !o*ers Perrin ngagement is the e!tent to which employees put discretionary effort into their work, beyond the re1uired

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Employee Engagement+ ,ey -ngredients


A$m%!oyee $ngagement De.inedB shows e;am%!es o. engagement de.initions used by 0arious cor%orations and consu!tancies. &!ear!y, de.initions o. em%!oyee engagement 0ary great!y across organizations. 8any managers wonder how such an e!usi0e conce%t can be >uanti.ied. +he term does encom%ass se0era! ingredients .or which researchers ha0e de0e!o%ed measurement techni>ues. +hese ingredients inc!ude the degree to which em%!oyees .u!!y occu%y themse!0es in their wor , as we!! as the strength o. their commitment to the em%!oyer and ro!e. Fortunate!y, there is much research on these e!ements o. engagementHwor that has dee% roots in indi0idua! and grou% %sycho!ogy. +he sections be!ow high!ight some o. these studies. Occupying the Job Psycho!ogist -i!!iam )ahn' drew on studies o. wor ro!es6 and organizationa! socia!izationJ to in0estigate the degrees to which %eo%!e Aoccu%yB 9ob ro!es. 7e used the terms A%ersona! engagementB and A%ersona! disengagement, to re%resent two ends o. a continuum. At the A%ersona! engagementB end, indi0idua!s .u!!y occu%y themse!0esH %hysica!!y, inte!!ectua!!y and emotiona!!yHin their wor ro!e. At the A%ersona! disengagementB end, they uncou%!e themse!0es and withdraw .rom the ro!e. 7ow do %eo%!e become %ersona!!y engaged in their wor acti0itiesM -hy do they become more engaged in some acti0ities than othersM /cho!ars ha0e %ro%osed answers to these >uestions based on their studies o. the %sycho!ogy o. commitment. Committing to the Work and the Company /ome e;%erts de.ine commitment as both a wi!!ingness to %ersist in a course o. action and re!uctance to change %!ans, o.ten owing to a sense o. ob!igation to stay the course. Peo%!e are simu!taneous!y committed to mu!ti%!e entities, such as economic, educationa!, .ami!ia!, %o!itica! and re!igious institutions.2,G +hey a!so commit themse!0es to s%eci.ic indi0idua!s, inc!uding their s%ouses, chi!dren, %arents and sib!ings, as we!! as to their em%!oyers, co?wor ers, su%er0isors and customers. 2
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&ommitment mani.ests itse!. in distinct beha0ior. For e;am%!e, %eo%!e de0ote time and energy to .u!.i!! their on?the?9ob res%onsibi!ities as we!! as their .ami!y, %ersona!, community and s%iritua! ob!igations. &ommitment a!so has an emotiona! com%onent( Peo%!e usua!!y e;%erience and e;%ress %ositi0e .ee!ings toward an entity or indi0idua! to whom they ha0e made a commitment.35 Fina!!y, commitment has a rationa! e!ement( 8ost %eo%!e conscious!y decide to ma e commitments, then they thought.u!!y %!an and carry out the actions re>uired to .u!.i!! them.33 Because commitments re>uire an in0estment o. time as we!! as menta! and emotiona! energy, most %eo%!e ma e them with the e;%ectation o. reci%rocation. +hat is, %eo%!e assume that in e;change .or their commitment, they wi!! get something o. 0a!ue in return Hsuch as .a0ors, a..ection, gi.ts, attention, goods, money and %ro%erty. *n the wor!d o. wor , em%!oyees and em%!oyers ha0e traditiona!!y made a tacit agreement( *n e;change .or wor ers@ commitment, organizations wou!d %ro0ide .orms o. 0a!ue .or em%!oyees, such as secure 9obs and .air com%ensation. Reci%rocity a..ects the intensity o. a commitment. -hen an entity or indi0idua! to whom someone has made a commitment .ai!s to come through with the e;%ected e;change, the commitment erodes. Dramatic changes in the g!oba! economy o0er the %ast 2' years ha0e had signi.icant im%!ications .or commitment and reci%rocity between em%!oyers and em%!oyeesHand thus .or em%!oyee engagement. For e;am%!e, increasing g!oba! com%etition, scarce and cost!y resources, high !abor costs, consumer demands .or e0er?higher >ua!ity and in0estor %ressures .or greater returns on e>uity ha0e %rom%ted organizations to restructure themse!0es. At some com%anies, restructuring has meant reductions in sta.. and in !ayers o. management. A!though restructuring he!%s organizations com%ete, these changes ha0e bro en the traditiona! %sycho!ogica! em%!oyment AcontractB and its e;%ectations o. reci%rocity. $m%!oyees ha0e rea!ized that they can no !onger count on wor ing .or a sing!e em%!oyer !ong enough to retire. And with reduced e;%ectations o. reci%rocity, wor ers ha0e .e!t !ess commitment to their em%!oyers. 8any com%anies, ha0ing bro en both .orma! and G
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%sycho!ogica! em%!oyment agreements, are strugg!ing to cra.t e..ecti0e strategies .or re0i0ing em%!oyees@ commitment and thereby re0ita!izing their engagement. 10 Common Themes: How Companies Measure Engagement $m%!oyers ty%ica!!y assess their em%!oyees@ engagement !e0e!s with com%any?wide attitude or o%inion sur0eys. D/ee A$m%!oyee?$ngagement /ur0ey *tems( /am%!es.BE A sam%!ing o. the criteria .eatured in such instruments re0ea!s 35 common themes re!ated to engagement( 3. Pride in em%!oyer 2. /atis.action with em%!oyer ". Job satis.action #. <%%ortunity to %er.orm we!! at cha!!enging wor '. Recognition and %ositi0e .eedbac .or one@s contributions 6. Persona! su%%ort .rom one@s su%er0isor J. $..ort abo0e and beyond the minimum 2. Cnderstanding the !in between one@s 9ob and the organization@s mission G. Pros%ects .or .uture growth with one@s em%!oyer 35. *ntention to stay with one@s em%!oyer

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Employee Engagement Sur(ey "tems. Samples Dell


Even if I were offered a comparable position with similar pay and benefits at another company, I would stay at Dell. Considering everything, Dell is the right place for me. My job provides me with chances to grow and develop. I find personal meaning and fulfillment in my work. I get sufficient feedback about how well I am doing. positive attitude toward, and pride in, the organi!ation. willingness to behave altruistically and be a good team player. n understanding of the bigger picture and a willingness to go beyond the re"uirements of the job.

De(elopment Dimensions "nternational

"nstitute for Employment Studies23

"ntuit2,
I am proud to work for Intuit. I would recommend Intuit as a great place to work. I am motivated to go #above and beyond$ what is e%pected of me in my job.

!o*ers Perrin I am willing to put in a great deal of effort beyond what is normally e%pected to help my organi!ation succeed. I understand how my role in my organi!ation is related to my organi!ation&s overall goals, objectives and direction. My organi!ation inspires me to do my best work. +his broad array o. conce%ts has come to be !abe!ed employee engagement by 0irtue o. lin-age research, which re!ates sur0ey resu!ts to bottom?!ine .inancia! outcomes. D/ee AAbout ,in age Research.BE -or .orce sur0eys wi!! be co0ered in greater detai! !ater in this re%ort.

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/out &inkage Research


4sychologist 5en-amin &chneider and colleagues in 2678 developed linkage research to show that employees perceptions of service to customers correlate highly with customers evaluations of service 1uality. 9inkage analysts" *ggregate employee0opinion survey responses at the business0unit level 'summarizing by averaging across survey respondents( &tatistically correlate aggregated employee0opinion survey responses with measures of business outcomes, such as sales volume, profitability, customer loyalty, employee safety, attendance and retention. mployee0engagement survey items are those having the strongest correlations with business results.

T#e .in" )et een Employer Practices and Employee Engagement


7ow does an engaged wor .orce generate 0a!uab!e business resu!ts .or an organizationM +he %rocess starts with em%!oyer %ractices such as 9ob and tas design, recruitment, se!ection, training, com%ensation, %er.ormance management and career de0e!o%ment. /uch %ractices a..ect em%!oyees@ !e0e! o. engagement as we!! as 9ob %er.ormance. Per.ormance and engagement then interact to %roduce business resu!ts. Figure 3 de%icts these re!ationshi%s. Figure 3. $m%!oyer Practices C!timate!y *n.!uence Business Resu!ts
Jo/ Performance 0usiness Results Employee Engagement and Commitment

Employer Practices

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1ood for !hought. Employee Commitment


)ow do you and other managers in your organization define commitment: *re some employees in your company engaged in their work but not committed to the organization: ;ommitted to staying with your firm but not e!actly engaged in their work: 5oth engaged and committed: To whom are your organizations employees committed: The company: Their supervisor: ;o0workers: Team members: ;ustomers: <hat business results has commitment from employees created for your organization: =or e!ample, has commitment reduced turnover and, therefore, decreased recruitment, hiring and training costs: <hat does your company do to reciprocate employees commitment: $s the organization living up to its side of the bargain:

1ood for !hought. Employee Engagement


)ow do you and other managers in your organization define employee engagement: )ow do you know that certain employees in your company are engaged: %o they relish their -obs: n-oy specific responsibilities or tasks: <illingly >go the e!tra mile?: $n teams, departments or business units in your company that have a large number of engaged employees, what business results are you seeing: )igher productivity: 9ower costs: @reater revenues: #ore efficiency: 9ower turnover: )igher product or service 1uality: ;onversely, how do disengaged employees behave, and what are the conse1uent costs for their teams, unitsAand your entire company:

+hin about what engagement and commitment mean in your own organization. +o he!% you get started, re0iew the >uestions in AFood .or +hought( $m%!oyee &ommitmentB and AFood .or +hought( $m%!oyee $ngagement.B

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+o engage wor ers as we!! as to bene.it .rom that engagement, your organization must in0est in its human resource %ractices. But 9ust !i e other in0estments, you need to consider %otentia! returnHthat is, to de0ote resources to the 7R %ractices you be!ie0e wi!! generate Athe biggest bangB .or your in0estment Abuc .B :ou must weigh how much engagement and commitment your com%any wantsHand at what cost. Be!ow, we re0iew em%!oyer %ractices that a..ect em%!oyee engagement and commitment and e;amine ways to mani%u!ate these A!e0ersB to in.!uence engagement or commitment or both. +o shed !ight on the ways in which em%!oyer %ractices a..ect 9ob %er.ormance and engagement, Figure 2 %resents a sim%!e 9ob %er.ormance mode!.3# Figure 2. A Job Per.ormance 8ode! WOR, CO#!E2!
9eadership <ork Brganization 4hysical &etting &ocial &etting

PERSO#
Cnowledge &kill !perience *ttitudes *bility Temperament 4ersonality

PROCESS
Tools, 1uipment, Technology 4rocedures 5ehaviors 'rescribed (oluntary 'roscribed

PROD%C!3SER4"CE
Duality Duantity Timeliness &afety

As Figure 2 suggests, a %erson %ossesses attributes such as now!edge, s i!!s, abi!ities, tem%erament, attitudes and %ersona!ity. 7e or she uses these attributes to accom%!ish wor beha0iors according to organization?de.ined %rocedures, by a%%!ying too!s, e>ui%ment andLor techno!ogy. -or beha0iors, in turn, create the %roducts and ser0ices that ma e an organization success.u!. -e c!assi.y wor beha0iors into three categories( those re>uired to accom%!ish duties and tas s s%eci.ied in a 9ob descri%tion Dprescri.ed beha0iorsE, Ae;traB beha0iors that an em%!oyee contributes .or the good o. the 3#
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organization Dvoluntary beha0iorsE, and beha0iors %rohibited by an em%!oyer Dproscri.ed beha0iors, inc!uding une;cused absenteeism, stea!ing and other counter%roducti0e or i!!ega! actionsE.3' <. course, 9ob %er.ormance occurs in an organizationa! conte;t, which inc!udes e!ements such as !eadershi%, %hysica! setting and socia! setting. $m%!oyers natura!!y want to encourage wor ers to %er.orm %rescribed and 0o!untary acti0ities whi!e a0oiding %roscribed ones. +o achie0e these goa!s, organizations use a number o. 7R %ractices that direct!y a..ect the %erson, %rocess and conte;t com%onents o. 9ob %er.ormance. $m%!oyees@ reactions to these %ractices determine their !e0e!s o. engagement and commitment. Be!ow we e;amine se0era! such %ractices in greater detai!. $ob and Tas" (esign <0er the %ast 2'5 years, the nature o. wor and em%!oyment has e0o!0ed through a series o. stages. *nitia!!y, cra.ts%eo%!e and !aborers wor ed on .arms and in wor sho%s. +hen cottage industries arose, in which su%%!iers assemb!ed goods and %roducts .or com%anies that mar eted them. ,ater, %eo%!e wor ed .or com%anies in increasing!y .orma!ized em%!oyment re!ationshi%s. And today, the wor!d o. wor is characterized by .!at and agi!e organizations that outsource %roduction o. goods and ser0ices on a g!oba! sca!e.36 ,i ewise, the nature o. 9ob and tas design a!so has e0o!0ed.3J For e;am%!e, with the ad0ent o. mass %roduction in the ear!y %art o. the 25th century, many American com%anies ado%ted the Ascienti.ic managementB a%%roach to wor design. +hrough scienti.ic management, com%anies sim%!i.ied tas s to be %er.ormed by high!y s%ecia!ized, narrow!y trained wor ers.32 +hough this system enhanced e..iciency, it a!so e;acted costs( -or ersHunha%%y with routine, machine?%aced 9obs that a..orded !itt!e %ersona! contro! or autonomyH.e!t dissatis.ied with their wor , were o.ten absent, and !e.t em%!oyers in search o. more meaning.u! em%!oyment.3G *n short, .itting 9obs to e..icient %roduction systems disengaged em%!oyees and eroded their commitment. -or ers@ negati0e res%onses to 9ob design in ear!y 25th century America s%urred organizationa! scientists to e;amine the human com%onent o. wor more c!ose!y. By the 3G'5s, se0era! theories o. 9ob satis.action and wor moti0ation had emerged that re!ated 3'
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

to 9ob design, %articu!ar!y the bene.icia! e..ects o. o. enlargement Dbroadening the sco%e o. 9ob tas sE and o. enrichment D%ro0iding more com%!e; and cha!!enging tas sE.25 -ith %ub!ication o. the o. characteristics model in the ear!y 3GJ5s, interest in the im%act o. 9ob design on wor er moti0ation and %roducti0ity intensi.ied.23 +his mode! %ro%osed .i0e AcoreB or moti0ationa! 9ob characteristics( s i!! 0ariety, tas identity, tas signi.icance Dwhich co!!ecti0e!y contribute to a sense o. wor meaning.u!nessE, autonomy and %er.ormance .eedbac .22 Jobs that ha0e these characteristics %romote interna! moti0ation, %ersona! res%onsibi!ity .or %er.ormance and 9ob satis.actionHin short, engagement. +he 9ob characteristics mode! became so wide!y acce%ted by management scientists that com%arati0e!y .ew studies o. wor design and moti0ation ha0e been %ub!ished in recent years.2" As em%!oyers broadened the sco%e o. 9ob res%onsibi!ities in .!atter organizations with !ess management o0ersight, researchers a!so began !oo ing at the socia! characteristics o. wor , inc!uding interde%endence o. 9ob ro!es, .eedbac .rom others and o%%ortunities to get ad0ice and su%%ort .rom co?wor ers.2# Ana!ysis o. wor ?design research re0ea!ed that socia! characteristics strong!y in.!uence both em%!oyee engagement and commitment. *n addition, researchers ha0e recent!y begun in0estigating 9ob enrichment@s re!ationshi% to %roacti0e wor beha0iorsHthose se!.?initiated Ae;traB contributions noted in many engagement de.initions.2', 26 Findings show that managers who %ro0ide enriched wor D9obs that are high in meaning.u!ness, 0ariety, autonomy and co?wor er trustE stimu!ate engagement and enthusiasm in their em%!oyees. *n turn, engagement and enthusiasm encourage em%!oyees to de.ine their wor ro!es broad!y. Broad de.inition o. 9ob ro!es then enhances wor ers@ wi!!ingness to ta e ownershi% o. cha!!enges that !ie beyond their immediate assigned tas s. +hese cha!!enges ins%ire %eo%!e to inno0ate and to so!0e %rob!ems %roacti0e!y. +hus, 9ob enrichment %romotes engagement in both %rescribed and 0o!untary wor acti0ities. A!though somewhat %re!iminary, these studies shed 0a!uab!e !ight on how your organization might design wor to ins%ire em%!oyee engagement and commitment. A+he Power o. Job $nrichmentB ca%tures ey !essons .rom this research.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

!he Po*er of Jo/ Enrichment "ncrease employees5 engagement "ncrease employees5 commitment to your by enriching -obsAimbuing them company by demonstrating reciprocityA with providing employees with opportunities for meaningfulness personal development. variety autonomy co0worker support -ncreasing -ncreasing se!.?e..icacy now!edge se!.?esteem <ith -ob enrichment, employee s i!!s )/-.(S em%!oyer performance on prescribed tasks e;%erience commitment improves. <orkers define their role e;%ertise more broadlyAand willingly take on tasks outside their formal -ob description.

Recruiting +he messages your organization con0eys whi!e see ing to attract 9ob a%%!icants a!so can in.!uence .uture em%!oyees@ engagement and commitment. *. your .irm has designed 9obs s%eci.ica!!y to engage em%!oyees, then you@!! want to ensure that recruiting ads e;to! these %ositions@ attracti0e .eaturesHsuch as cha!!enging wor assignments, a high!y s i!!ed team en0ironment or minima! su%er0ision. A%%!icants who notice and res%ond to these ads wi!! more !i e!y be moti0ated by these .eatures. A!so consider how you might best see candidates .rom inside your organization. -hen you recruit e;isting em%!oyees .or desirab!e 9obs, you enhance their engagement Dby ma;imizing the %erson?9ob .itE and commitment Dby %ro0iding growth and ad0ancement o%%ortunities to em%!oyees in return .or their !oya!tyE. *. you recruit .rom outside when >ua!i.ied interna! candidates are a0ai!ab!e, you may unwitting!y suggest to current em%!oyees that your com%any is not wi!!ing to reci%rocate their commitment. $;isting sta.. may then begin >uestioning their own commitment to your .irm. By contrast, you recruit e;terna! candidates to both the 9ob and your organization. For these candidates, ensure that recruiting messages high!ight attracti0e 9ob .eatures, organizationa! 0a!ues and commitment reci%rocity. +hat is, in return .or %er.ormance and 3J
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

dedication, your com%any o..ers com%etiti0e %ay and bene.its, .!e;ib!e wor hours and !earning and career ad0ancement o%%ortunities. A!so remember that %ros%ecti0e em%!oyees ha0e mu!ti%!e commitments( :ou wi!! ine0itab!y ha0e to com%ete with those commitments as you try to attract candidates to your .irm. 8ost %eo%!e .ind it easier to ma e a new commitment when it is com%atib!e with their other ob!igations. For e;am%!e, you boost your chances o. recruiting a high!y >ua!i.ied candidate who is a sing!e %arent i. you o..er .!e;ib!e wor hours, .ami!y hea!th bene.its and on?site day care. ARecruiting .or $ngagement and &ommitmentB ca%tures some o. the %rinci%!es discussed abo0e.
Recruiting for Engagement and Commitment Enhance employee engagement Stimulate candidate commitment to your /y. firm /y. 1or internal candidates$ sending recruiting targeting 1ualified messages that emphasize. applicants likely to find the possibilities of work interesting and movementEpromotion to more desirable challenging. -obs, to signal commitment reciprocity. Ensure that your recruiting 1or e-ternal candidates$ sending recruiting messages. messages that. e!tol attractive -ob features to highlight the employer side of the enhance person0-ob fit e!change relationshipApay and encourage those who are not benefits, advancement opportunities, suited to the work to self0select fle!ible work hours out. recognize and address commitment congruence 'e.g., work0 family balance( encourage those who are not suited to the organization to self0select out.

Employee Selection <nce your recruiting e..orts %roduce a %oo! o. %romising 9ob candidates, you se!ect among them to .i!! a0ai!ab!e %ositions. -hen you se!ect the right indi0idua!s .or the right 9obs, your new hires carry out their wor more smooth!y and e;%erience .ewer %er.ormance %rob!ems.2J +he resu!tM 1reater en9oyment o.Hand engagement inHthe 9ob. 32
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

DFor more in.ormation on im%!ementing .orma! assessments, see the /7R8 Foundation@s A/e!ection Assessment 8ethodsB22 by $!aine Pu!a os.E +o enhance engagement through your se!ection o. em%!oyees, identi.y those candidates who are best?suited to the 9ob and your organization@s cu!ture. A!so use candidate? assessment methods that ha0e ob0ious re!e0ance to the 9ob in >uestionH.or e;am%!e, by as ing inter0iewees what they now about the ro!e and ha0ing them %ro0ide wor sam%!es. 8ost candidates wi!! 0iew these techni>ues more %ositi0e!y than tests with !ess a%%arent re!e0ance, such as %ersona!ity and integrity assessments.2G /uccess.u! candidates .ee! good about ha0ing A%assed the test,B and see your com%any as care.u! and ca%ab!e .or ha0ing se!ected them. A %ositi0e initia! im%ression o. an em%!oyer encourages growth o. !ong?term commitment. A$..ecti0e $m%!oyee /e!ectionB summarizes !essons .rom this section.
Effecti(e Employee Selection "ncrease employee engagement /y Enhance employees5 commitment to your selecting the right indi(iduals for organization /y. the right 6o/s. ;hoose candidates most likely to" presenting selection hurdles that are perform prescribed -ob duties relevant to the -ob in 1uestion. &uccessful well candidates will feel good about surmounting such hurdles to land the -ob. contribute voluntary behaviors creating a positive first impression of your avoid proscribed activities. companys competence. Fou will set the stage for growth of long0term commitment.

Training and (evelopment +raining and de0e!o%ment can ser0e as additiona! !e0ers .or enhancing engagement and commitment. For new hires, training usua!!y begins with orientation. <rientation %resents se0era! im%ortant o%%ortunitiesHinc!uding e;%!aining %ay, wor schedu!es and com%any %o!icies. 8ost im%ortant, it gi0es you a chance to encourage em%!oyee engagement by e;%!aining how the new hire@s 9ob contributes to the organization@s mission. +hrough orientation, you describe how your com%any is organized, introduce the new em%!oyee to his or her co?wor ers, gi0e the %erson a tour o. the area where he or she wi!! be wor ing 3G
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

and e;%!ain sa.ety regu!ations and other %rocedura! matters. *n short, you .oster %erson? organization .itH0ita! .or de0e!o%ing %roducti0e and dedicated em%!oyees. +hrough training, you he!% new and current em%!oyees ac>uire the now!edge and s i!!s they need to %er.orm their 9obs. And em%!oyees who enhance their s i!!s through training are more !i e!y to engage .u!!y in their wor , because they deri0e satis.action .rom mastering new tas s. +raining a!so enhances em%!oyees@ 0a!ue to your com%any as we!! as their own em%!oyabi!ity in the 9ob mar et. *n addition, most com%anies o..er higher wages .or s i!!ed wor ers, to com%ensate them .or their greater 0a!ue and to discourage turno0er. *. your com%any is re!uctant to in0est in training, consider demonstrating to e;ecuti0es the !in s between training in0estments, em%!oyee engagement and measurab!e business resu!ts. +o get the most .rom your training in0estments, a!so e;%!ore how you might !e0erage digita! techno!ogy and the *nternet. -hereas com%anies once had to de!i0er training to em%!oyees in the same %!ace at the same time, you can now use techno!ogy to o..er se!.? %aced and indi0idua!ized instruction .or em%!oyees in .ar?.!ung !ocations. /uch training not on!y reduces your com%any@s tra0e! e;%ensesN it a!so he!%s em%!oyees to manage their other commitments, such as .ami!y ob!igations. &onse>uent!y, their commitment to your organization increases. A+raining and De0e!o%mentB summarizes ey !essons .rom this section.
!raining and De(elopment "ncrease employee engagement Enhance employees5 commitment to your through. firm /y demonstrating.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

Orientation that establishes" the employer0employee e!change relationship understanding of how the -ob contributes to the organizations mission. Skill de(elopment that enhances employee" performance satisfaction self0efficacy. !raining that encourages prescribed and voluntary performance.

Commitment reciprocity signaled by your investments in training modes of training delivery that accommodate employees other commitments
-ncreasing now!edge s i!!s e;%erience e;%ertise -ncreasing se!.?e..icacy se!.?esteem em%!oyer commitment

)/-.(S

Compensation ,i e the 7R %ractices discussed abo0e, com%ensation can %ower.u!!y in.!uence em%!oyee engagement and commitment. /ome com%ensation com%onents encourage commitment to em%!oyers, whi!e others moti0ate engagement in the 9ob. *t is %ossib!e to stimu!ate one and not the other, though it@s genera!!y better to .oster both. For e;am%!e, a com%any that o..ers a strong %er.ormance incenti0e system but no retirement %!an wi!! %robab!y rea!ize e;ce%tiona! engagement .rom its wor ersN howe0er, they may e0entua!!y commit themse!0es to another com%any that does o..er a good retirement %!an. 8eanwhi!e, an organization that o..ers generous retirement bene.its but a traditiona! seniority?based %ay grade system may ha0e committed em%!oyeesN howe0er, these wor ers might de!i0er %edestrian %er.ormance as they bide their time unti! retirement. *n designing com%ensation %!ans, you there.ore need to consider em%!oyee engagement and commitment strategica!!y. &om%ensation consists o. .inancia! e!ements D%ay and bene.itsE but may a!so inc!ude non.inancia! e!ements or %er s, such as on?site day care, em%!oyee assistance %rograms, subsidized ca.eterias, tra0e! discounts, com%any %icnics and so on. +he most e..ecti0e com%ensation %!ans su%%ort your organization@s strategic ob9ecti0es. For e;am%!e, i. your com%any@s strategy hinges on inno0ation, then your com%ensation system shou!d encourage and reward ris ?ta ing. A we!!?designed com%ensation %!an gi0es your

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

organization a com%etiti0e ad0antage. 7owM *t he!%s you attract the best 9ob candidates, moti0ate them to %er.orm to their ma;imum %otentia! and retain them .or the !ong term. *ncenti0e %ay, a!so nown as %ay?.or?%er.ormance, can direct!y in.!uence em%!oyees@ %roducti0ity Dand thus their engagementE as we!! as their commitment to your organization Das wor ers !earn to trust that they wi!! be rewarded .or good %er.ormanceE. Piecewor , annua! bonuses, merit raises and sa!es commissions are .ami!iar e;am%!es o. incenti0e %ay that rewards indi0idua! %er.ormance. :ou can a!so tie incenti0e %ay to team or wor grou% %er.ormance, and to organization?wide resu!ts through %ro.it sharing, gain? sharing, and em%!oyee stoc ownershi% %!ans. 8ost em%!oyees are moti0ated by .inancia! incenti0es and wi!! e;ert greater e..ort to %roduce more i. the incenti0es your com%any o..ers ma e it worthwhi!e to do so. +he ca0eat with incenti0e %!ans, o. course, is that you must .irst de.ine and measure %er.ormance and then decide which as%ects o. %er.ormance you wi!! tie to %ay. Because incenti0e?%!an %rograms can %resent a hea0y administrati0e burden, many com%anies o%t to reward %er.ormance that is easiest to >uanti.y. But this a%%roach can ha0e unintended Hand undesirab!eHconse>uences. For e;am%!e, i. you %ay %eo%!e based on how many units o. a %roduct they assemb!e %er hour, you may encourage >uantity at the e;%ense o. >ua!ity( $m%!oyees assemb!e the units as .ast as they can in order to get the incenti0e %ay, regard!ess o. whether they@re ma ing mista es a!ong the way. +he cha!!enge in using incenti0e %!ans is to reward the resu!ts most im%ortant to your organizationHe0en i. those resu!ts are re!ati0e!y di..icu!t to >uanti.y. :ou a!so need to encourage em%!oyees@ wi!!ingness to Ago the e;tra mi!eB rather than 9ust doing the minimum to rea% a reward. +o that end, you may want to combine .inancia! incenti0es and recognition?based awards to .oster the .u!! range o. %er.ormance your organization needs to stay com%etiti0e. :ou might a!so consider com%etency?based Dor s i!!?basedE %ay, which has grown more %o%u!ar in recent years. +hrough com%etency?based %ay, you reward em%!oyees not on!y .or mastering 9ob?re!e0ant now!edge and s i!!s but a!so .or using those abi!ities to %roduce resu!ts that your organization 0a!ues. +his ty%e o. %ay can increase engagement by .ostering em%!oyees@ %ride in their new mastery. And it can enhance commitment 22
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

because wor ers !earn that the com%any is wi!!ing to he!% them burnish their em%!oyabi!ity. 8any com%anies a!so o..er retirement %!ans as %art o. their com%ensation %ac age. A!though these %!ans are usua!!y a0ai!ab!e to a!! .u!!?time em%!oyees, the s%eci.ic %!ans o..ered may de%end on 9ob, year hired, number o. years em%!oyed, highest sa!ary achie0ed and so on. As we@0e seen, we!!?designed and secure retirement %!ans can encourage !ong?term commitment to your organization. *n designing .inancia! .orms o. com%ensation, consider em%!oyees@ sensiti0ity to e>uity. -i!! they %ercei0e com%ensation as commensurate with their contributionsM As .air com%ared to %ay earned by co?wor ers %er.orming the same or simi!ar 9obsM Fair com%ared to what other 9obs in the organization %ayM Reasonab!e gi0en what other em%!oyers are %aying .or the same wor M Percei0ed ine>uity can cause em%!oyees to disengage and ree;amine their commitment to your .irm. +hey may as .or a raise, see em%!oyment e!sewhere or sto% stri0ing so hard to de!i0er to%?notch resu!ts. And none o. these outcomes bene.its your organization. A/trategic &om%ensationB disti!!s some o. the ey %oints .rom this section.

Strategic Compensation Enhance employee engagement "ncrease employees5 commitment to your through. firm through. E7uita/le e-change. Fou Competiti(e pay. Fou attract 1ualified motivate willingness to contribute -ob candidates. prescribed and voluntary E7uita/le e-change. Fou signal performance, and to avoid commitment reciprocity. proscribed behaviors. 1le-i/le /enefits and perks. These Pay8for8performance. Fou facilitate commitment congruence 'e.g., focus employees attention on work0family balance matched to stage of incentivized behaviorsAbut be life(. careful how you define Retirement and seniority8graded pay performance. plans. These foster long0term Competency8/ased pay. Fou commitment and identification with your foster ac1uisition of knowledge and company. skill and enhance employees performance, satisfaction and self0 efficacy.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

Performance Management +he right %er.ormance management %ractices a!so can enhance em%!oyee engagement and commitment. D/ee the /7R8 Foundation@s re%ort on APer.ormance 8anagementB "5 by $!aine Pu!a os .or in.ormation on creating an e..ecti0e system.E +o design your %er.ormance management system, begin by !in ing 9ob ob9ecti0es to organizationa! ob9ecti0es. -hat are your organization@s %riorities, and how wi!! each em%!oyee he!% to achie0e themM -hat resu!ts does your organization e;%ect em%!oyees to %roduceM 7ow might you he!% managers throughout your organization to communicate %er.ormance e;%ectations and goa!s to their direct re%ortsM $ncourage managers to inc!ude em%!oyees in the goa!?setting %rocess. +his techni>ue he!%s to ensure that wor ers understand the goa!s. *t a!so %romotes acce%tance o. cha!!enging ob9ecti0es, because %eo%!e genera!!y .ee! more committed to goa!s they ha0e he!%ed de.ine. *n addition, consider how you and other managers wi!! recognize and encourage contributions that e;ceed e;%ectations. For e;am%!e, when a %iece o. e>ui%ment ma!.unctions, Joe .inds other ways to maintain %roduction rather than mere!y shutting down the machine and waiting .or the maintenance sta.. to .i; it. <r when a !ess e;%erienced co?wor er encounters a new tas , /a!!y o..ers .riend!y coaching, instead o. standing by and waiting .or the ine0itab!e mista es to cro% u%. Per.ormance management %rocesses o%erate on a continuous basis. +here.ore, they %ro0ide %erha%s the best ongoing o%%ortunities .or em%!oyers to .oster em%!oyee engagement and commitment. For e;am%!e, managers can use routine discussions about %er.ormance and .eedbac sessions to !earn which as%ects o. the 9ob ho!d the most interest .or each em%!oyee and which tas s are most cha!!enging. During such discussions, managers a!so can de.ine what Agoing abo0e and beyond the ca!! o. dutyB !oo s !i e and generate ideas .or rewarding such contributions. 2#
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

An em%!oyee@s as%irations and career goa!s can recei0e care.u! attention during %er.ormance a%%raisa! meetings. -ithout in>uiring into an em%!oyee@s %ersona! !i.e, a su%er0isor can ne0erthe!ess e;%!ore ways to enhance the com%atibi!ity between the wor er@s commitment to your organization and the em%!oyee@s other !i.e commitments. +hrough such means, the organization %ersona!izes its re!ationshi% to each em%!oyee and %ro0ides su%%ort, whi!e a!so e;%ressing a%%reciation .or their contributionsH ey dri0ers o. engagement and commitment. +o .urther engage em%!oyees and win their commitment through your %er.ormance management %rograms, consider how to treat your organization@s most e;%erienced em%!oyees. *n many cases, these em%!oyees understand the intricacies o. a 9ob better than their su%er0isors or managers do. By 0irtue o. !ong identi.ication with your organization, they may be dee%!y committed to high?!e0e! goa!s. +hey use their e;%ertise to contribute in ways that newer em%!oyees sim%!y cannot match. But many o. them a!so may be %!anning to retire soon, es%ecia!!y i. they are .rom the ABaby BoomerB generation. 7ow wi!! you trans.er their now!edge to younger wor ersM Design a %er.ormance management system that recognizes and rewards %roacti0e sharing o. now!edge and e;%ertise among co?wor ers. For e;am%!e, create now!edge re%ositories or !earning histories that can be stored in databases that em%!oyees can access, and then create incenti0es .or %eo%!e who contribute to and use these re%ositories. <. course, e..ecti0e %er.ormance management systems a!so identi.y em%!oyees who are not meeting e;%ectations. Fai!ing to address %rob!em %er.ormance can erode other em%!oyees@ engagement and commitment, as their wor !oads increase and they conc!ude that the com%any is wi!!ing to to!erate %oor %er.ormance. *. .eedbac , coaching and remedia! training are o. !itt!e a0ai!, the manager may need to mo0e the %erson to a di..erent %osition within the com%any where he or she can ma e a more 0a!uab!e contribution, or !et the indi0idua! go i. there is no good match e!sewhere in the organization. A$..ecti0e Per.ormance 8anagementB !ists ey %oints .rom this section. 2'
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

Effecti(e Performance 9anagement "ncrease employee engagement /y Enhance employees5 commitment to your pro(iding. organization *ith. Performance management practices that" Challenging goals that align with your companys strategic enable employees to e!perience ob-ectives. success over the long term. Positi(e feed/ack and facilitate congruence between recognition for accomplishments. employee commitment to your company and other life commitments. Recognition and appreciation for e!tra voluntary contributions. value the e!pertise of e!perienced employees.

! Closer .oo" at 0or"force Surveys


8any organizations use wor .orce sur0eys to gauge the intensity o. em%!oyee engagement and assess the re!ationshi%s between engagement and im%ortant business resu!ts. Findings .rom such sur0eys can shed !ight on which in0estments in engagement initiati0es are %aying o.., which are not and how you might change your engagement? re!ated 7R %ractices and in0estment decisions. +oday@s em%!oyee sur0eys are o.ten shorter, more narrow!y .ocused and more .re>uent!y administered than traditiona! instruments. *n many cases, res%ondents a!so .i!! out the sur0eys on!ine rather than using %a%er and %enci!. /ur0ey >uestions or statements now e;%!icit!y !in em%!oyee attitudes to business ob9ecti0esN .or e;am%!e, A* can see a c!ear !in between my wor and De!!@s ob9ecti0es.B $ngagement sur0eys conducted by research .irms across many organizations ty%ica!!y gi0e rise to em%irica!!y grounded engagement mode!s. &onsider this e;am%!e .rom the &or%orate ,eadershi% &ounci! D&,&E."3 Based on e;tensi0e sur0eys o. more than '5,555 em%!oyees o. 'G g!oba! organizations re%resenting 35 industries and 2J countries, the &,& mode! identi.ies "55?%!us %otentia! A!e0ers o. engagementB Ds%eci.ic em%!oyer %ractices that dri0e em%!oyee engagementE. +hese !e0ers co!!ecti0e!y in.!uence em%!oyees@ rationa! and emotiona! commitment to their 9obs, teams, managers and com%any, which in turn in.!uences em%!oyees@ discretionary e..orts and intentions to

26
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

remain with their em%!oyers. A1oing the e;tra mi!eB and %!anning to stay with a com%any then !ead to im%ro0ed %er.ormance and retention, res%ecti0e!y. +o date, much em%!oyee engagement research has been conducted by consu!ting .irms. <wing to their %ro%rietary status, these studies 0a!idating engagement mode!s ha0e yet to a%%ear in re.ereed scienti.ic 9ourna!s. 8ost o. this research is una0ai!ab!e to detai!ed outsider scrutiny. Fe0erthe!ess, numerous !in age research studies ha0e been %ub!ished. Based on these studies, there is e0idence that aggregated em%!oyee o%inions re!ate .air!y strong!y to im%ortant business outcomes."2 But does engagement cause business outcomes to im%ro0eM Are business units %ro.itab!e because their em%!oyees are engaged, or are em%!oyees engaged because they wor .or %ro.itab!e unitsM"" Do they say they ho%e to remain inde.inite!y because they wish to stic with a winnerM Recent e0idence suggests that the causa! direction is not so straight.orward."# *t is im%ortant to understand the cause?and?e..ect re!ationshi%s in0o!0ed gi0en the considerab!e cost and e..ort associated with organizations@ attem%ts to im%ro0e em%!oyee engagement. <ne way to determine the causa! direction is to conduct research s%eci.ica!!y designed to answer these im%ortant >uestions in your own organization. A summary mode! DFigure "E by Jac -i!ey, co.ounder o. 1antz -i!ey Research Dnow %art o. )ene;aE shows how em%!oyer !eadershi% %ractices, em%!oyee resu!ts o. those %ractices, customer resu!ts o. !eadershi% and wor %ractices and business %er.ormance are interre!ated."' +he mode! is cyc!ica!, showing that, o0er time, business %er.ormance a!so in.!uences !eadershi% %ractices. *n addition, this mode! suggests %articu!ar 0ariab!es within each .actor that may a..ect em%!oyee engagement.

2J
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

=igure ,. The )igh 4erformance #odel. &eadership Practices;ustomer orientation Duality emphasis mployee training $nvolvementEempowerment

0usiness Performance&ales growth #arket share 4roductivity 9ong0term profitability

Employee Results$nformationEknowledge TeamworkEcooperation Bverall satisfaction mployee retention

Elapsed !ime

Customer Results+esponsive service 4roduct 1uality Bverall satisfaction ;ustomer retention

Work Characteristics

&ource" ;opyright G Cene!a. +eprinted by permission

Aside .rom !earning how engagement is a..ecting business resu!ts in your organization, sur0eying em%!oyee o%inions and attitudesHin itse!.Hcan enhance engagement and commitment. For e;am%!e, by as ing em%!oyees .or their o%inions and then ta ing constructi0e action based on sur0ey resu!ts, you signa! that the organization 0a!ues them and ta es their .eedbac serious!y. +his enhances engagement. /ur0eying em%!oyees a!so rein.orces a two?way em%!oyer?em%!oyee re!ationshi%, strengthening commitment to your .irm.

(esigning Engagement -nitiatives+ Guidelines to Consider


22
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

+he 7R %ractices discussed abo0eH9ob design, recruitment, em%!oyee se!ection, training and de0e!o%ment, com%ensation and %er.ormance managementHare 9ust some o. the %ractices you can !e0erage to im%ro0e engagement and commitment in your organization. As you consider ado%ting or changing these %ractices, ee% the .o!!owing guide!ines in mind. Make ound !n"estments +hin strategica!!y about how your organization current!y uses its human resource %ractices. -hich o. these merit greater in0estment to im%ro0e engagement or commitmentM -hat@s more im%ortant to your organizationHem%!oyees who are engaged in their wor , or those who .ee! a strong sense o. commitment to the organizationM <r are both e>ua!!y im%ortantM 7ow much is your organization wi!!ing to in0est in s%eci.ic 7R %ractices designed to .oster engagement, commitment or a combination o. theseM 1i0en your organization@s ob9ecti0es, in some cases you may want to use s%eci.ic 7R %ractices to .oster engagement in wor but not commitment to your organization. *n others, your goa! may be em%!oyee engagement and short?term commitment. *n sti!! others, it may be ma;imum engagement and !ong?term commitment. For e;am%!e, i. your 7R strategy re!ies on increasing the use o. contingent wor ers in order to cut costs and create more .!e;ib!e sta..ing, you@!! want to ta e ste%s to enhance not on!y contingent wor ers@ engagement but a!so their short?term commitment. A8atching $ngagement and &ommitment /trategies to Business &onditionsB shows additiona! e;am%!es.
9atching Engagement and Commitment Strategies to 0usiness Conditions

2G
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

"f :ou re 1acing !his 0usiness Condition. . . +estructuring to flatter organization with broader -ob responsibilities

;hanging technology

$ncreasing customer focus, emphasis on 1uality

$ncreasing reliance on contingent and contract workers

Change :our 'R Practices in !hese Ways . . . *lign -obEwork design to new rolesEresponsibilities. +ecruit, select, train, compensate and manage accordingly. Butsource or automate simple or routine work. $f technology increases -ob comple!ity, train and compensate accordingly. $f technology simplifies work, enlarge -obs or outsource. +ecognize and reward voluntary contributions and proactive work behaviors. +edefine performance e!pectations. 4rovide supervisorEperformance management support. ;ore employees" $ncrease -ob comple!ity and -ob security. ;ontingent employees" mphasize pay0for0 performance. 4rovide results0based incentives. $ncrease task identity. ;onfront the 1uestion, ;ommitment to whom: arn credibility with realistic promises, avoiding promises that cant or wont be

!o Enhance . . . ngagement &hort0term commitment 9ong0term commitment ngagement

ngagement &hort0term commitment 9ong0term commitment

ngagement 9ong0term commitment ngagement &hort0term commitment

5roken employment contracts resulting from merger, ac1uisition or bankruptcy

ngagement &hort0term commitment

Cra#t Compe$$ing %usiness Cases #or !mpro"ing Engagement and Commitment +o gain the .unding needed to in0est in engagement and commitment initiati0es, you may need to a%%!y your %owers o. %ersuasion. &reating a com%e!!ing business case .or these initiati0es can increase your chances o. success. 7ow might you ma e the business case .or such in0estments to your su%er0isor or members o. the e;ecuti0e teamM /how how these in0estments ha0e %aid o.. .or your organization or .or other organizations by "5
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

generating measurab!e business resu!ts. A$m%!oyee $ngagement Dri0es Resu!ts at *ntuitB and A$m%!oyee $ngagement Dri0es &ustomer /atis.action at a /tate +rans%ortation De%artmentB %ro0ide e;am%!es o. e..ecti0e business cases.

"3
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

Employee Engagement Dri(es Results at "ntuit

,H

Pro/lem 5etween 388, and 388I, engagement levels among employees of $ntuits ;ontact ;enters dropped significantly. These employees, who make up I8J of the companys workforce, provide service and assistance to customers. $ntuits engagement survey findings pointed to several areas for possible action. Solutions <ith understandable urgency, the company conducted a &i! &igma process analysis to identify the root causes of the engagement problem. +emedies initiated in 388I targeted front0line leadership training, to provide supervisors with better coaching skills, and $ntuits performance measurement and incentive system, which the company revised to give employees greater fle!ibility in determining how to provide the best customer service. Results <ithin two years of implementing these initiatives, ;ontact ;enter engagement scores 'percent favorable( increased by 2HJ. There was a corresponding steady increase in the number of new0business referrals by satisfied customers. +evenue growth for 388H rebounded and grew to 2KJAthe best growth rate in four years. $ntuit stock rose almost ,88J over this period, outperforming the %ow Lones $ndustrial *verage, the &M4 K88 and the N*&%*D ;omposite.

"2
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

Employee Engagement Dri(es Customer Satisfaction at a State !ransportation Department


Pro/lem * county highway maintenance unit of a state department of transportation was plagued with low morale and a disengaged workforce. *t -ust ,HJ favorable 'indicating very low engagement(, scores on the annual employee engagement survey were among the lowest in the state. The department had recently begun a customer0focus initiative, and customer satisfaction scores for ride 1uality and road maintenance were falling in this county. Solutions The >old school? county manager retired. )is successor, a former assistant manager in another county, was selected because he demonstrated skills in employee0 and customer0focused management. )e proved much more open than the previous manager in his communication with employeesAinviting their participation in decision0making and encouraging teamwork. mployee survey scores for each of these dimensions steadily improved by more than K8 percentage points favorable over the ne!t three years. The new manager also encouraged innovation. &cores on process improvements and use of new e1uipment and technology increased from 26J to 7KJ favorable. Results ;ounty employees responded well to the new management approach. ngagement scores showed steady improvementAfrom ,HJ favorable -ust before the change of manager to 7IJ favorable three years later. *n important payoff was a corresponding increase in customer satisfaction, from K2J favorable to HHJ percent favorable.

Consider &nintended Conse'uences *n weighing o%tions .or redesigning 7R %ractices to .oster engagement and commitment, be sure to thin about the %ossib!e unintended conse>uences that re0ised %o!icies can bring. For e;am%!e, su%%ose you want to add .!e;time to your organization@s o0era!! wor %o!icies. *. em%!oyee demogra%hics di..er across business units Dby age, gender and so .orthE, the new .!e;time %o!icy may generate more engagement and commitment in units %o%u!ated %rimary by, say, sing!e %arents with young chi!dren than in units with di..erent demogra%hics. )ee% in mind that em%!oyees are indi0idua!s. $ach one may 0a!ue something di..erent about the organization@s wor e;%erience and bene.its. -hen you %!an a change to your ""
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

%o!icies or bene.its, ta e time to consider the im%act o. that change on em%!oyees with di..erent !i.e situationsHmarried, sing!e, o!der, chi!dren at home, chi!d!ess and so .orth. +hen be sure the change is a net %ositi0e .or the ma9ority o. your wor .orce. *. you e;%ect that some grou%s o. em%!oyees wi!! not !i e the change, be %re%ared to address this honest!y and direct!y. *. %ossib!e, consider ma ing se0era! changes at once that bene.it di..erent grou%s. +hat way no one wi!! .ee! !e.t out. (round !n"estment )ecisions in ound )ata *t is im%ortant to ground decisions about engagement and commitment initiati0es in sound data. ,in age research conducted within an organization yie!ds customized ad0ice that high!ights s%eci.ic 7R %ractices !i e!y to %roduce the best resu!ts. <utcomes o. this research may inc!ude short !ists o. the highest?im%act engagement !e0ers and actionab!e sur0ey items that di..erentiate to%?%er.orming units in your com%any .rom !ess success.u! units. A,in ing &ustomer /atis.action to $m%!oyee <%inionsB shows an e;am%!e.

&inking Customer Satisfaction to Employee Opinions At one retai!er, em%!oyees at the three stores with the best customer satis.action scores e;%ressed di..erent o%inions in a sur0ey than em%!oyees .rom other, !ower?%er.orming stores De.g., /tore 2?3E. +he di..erences in em%!oyee o%inions across stores suggest di..erences in engagement !e0e!s and may stimu!ate ideas .or changing wor %!ace %ractices in stores with !ower customer satis.action scores.

Employee Opinion "tems


Customer Ser(ice
$n my work unit, a fre1uent topic of discussion is how well we satisfy our customers needs. #y work unit responds to customer complaints by providing prompt resolution. #y work unit obtains reliable information about customer satisfaction.

(erage ; 0est %nits<


gree
'J 4ositive(

Store =8>
gree
'J 4ositive(

Disagree
'J Negative(

Disagree
'J Negative(

?=.@A

2H.6J

=@.?A

36.,J

?@.>A

3H.2J

+=.@A

32.8J

?+.BA

2I.IJ

==.@A

37.HJ

N*verage , 5est Onits" The , stores having the best ;ustomer &atisfaction scores from ;ustomer 4ulse &urvey.
Copyrig#t 1 &ance 2 Ren3' ..C 4556

"#
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

+o de0e!o% sound in0estment decisions, be sure to measure em%!oyee engagement at !east once a year. &hoose a sur0ey consu!ting .irm to ada%t a standard engagement sur0ey to your organization by !in ing sur0ey items to the organization@s %er.ormance measures, which su%%ort its business strategy. Per.ormance measures may inc!ude %ro.itabi!ity, %roducti0ity, e..iciency, >ua!ity, sa.ety, em%!oyee attendance, em%!oyee retention, customer satis.action and customer !oya!tyHand may di..er .or each business unit de%ending on that unit@s ro!e in su%%orting the high?!e0e! organizationa! strategy. For e;am%!e, i. your com%any@s strategy ca!!s .or increasing customer !oya!ty, you might set a goa! to raise em%!oyee retention in a!! customer?.acing de%artments. /ince !ongstanding em%!oyees are more !i e!y to estab!ish more enduring re!ationshi%s with customers, it .o!!ows that they wi!! %ro0ide higher?>ua!ity ser0ice. :ou a!so can create your own engagement sur0ey. *. you decide to go this route, inc!ude actionab!e sur0ey items Dto%ics o0er which management has some contro!E that e;%!icit!y !in em%!oyee o%inions to your organization@s business ob9ecti0es. Csing your engagement sur0ey resu!ts, identi.y to% !e0ers o. engagement and dri0ers o. measurab!e resu!ts .or each business unit. Determine which as%ects o. engagement are most im%ortant .or business success. +hen wor with unit managers to create an $m%!oyee $ngagement Action P!an .or each unit. Determine ownershi% and accountabi!ity .or each action item in these %!ans. A<wnersB may inc!ude organizationa! %o!icy and e;ecuti0e decision?ma ers, unit managers and team su%er0isors. A!so identi.y the resourcesH%ersonne!, time, .unding, s%ace, e>ui%mentHthat you wi!! need to %ut each %!an into action.

Create an Engagement Cu$ture $stab!ish a rece%ti0e .oundation .or your engagement initiati0es by creating an Aengagement cu!ture.B &ommunicate the 0a!ue o. em%!oyee engagement through your com%any mission statement and other e;ecuti0e communications. For e;am%!e, !oo through the A/am%!e 8ission /tatementsB .rom three di..erent organizations, and thin "'
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

about how they em%hasize the im%ortance o. engaged em%!oyees .or organizationa! success. Fo!!ow u% and ensure that a!! units e;ecute their engagement action %!ans. 8onitor %rogress on engagement?im%ro0ement e..orts, and ad9ust your strategies and %!ans as needed. $>ua!!y im%ortant, be sure to recognize and ce!ebrate %rogress and resu!ts. Sample Mission Statements Starbuc"s $stab!ish /tarbuc s as the %remier %ur0eyor o. the .inest co..ee in the wor!d whi!e maintaining our uncom%romising %rinci%!es whi!e we grow. +he .o!!owing si; guiding %rinci%!es wi!! he!% us measure the a%%ro%riateness o. our decisions( o Pro0ide a great wor en0ironment and treat each other with res%ect and dignity. o $mbrace di0ersity as an essentia! com%onent in the way we do business. o A%%!y the highest standards o. e;ce!!ence to the %urchasing, roasting and .resh de!i0ery o. our co..ee. o De0e!o% enthusiastica!!y satis.ied customers a!! o. the time. o &ontribute %ositi0e!y to our communities and our en0ironment. o Recognize that %ro.itabi!ity is essentia! to our .uture success.
/ource( htt%(LLwww.starbuc s.comLaboutusLen0ironment.as%, <ct. 32, 2556

)rig#t Hori3ons Family Solutions +he Bright 7orizons Fami!y /o!utions mission is to %ro0ide inno0ati0e %rograms that he!% chi!dren, .ami!ies and em%!oyers wor together to be their 0ery best. -e are committed to %ro0iding the highest?>ua!ity chi!d care, ear!y education and wor L!i.e so!utions in the wor!d. -e stri0e to( o Furture each chi!d@s uni>ue >ua!ities and %otentia!. o /u%%ort .ami!ies through strong %artnershi%s. o &o!!aborate with em%!oyers to bui!d .ami!y?.riend!y wor %!aces. o &reate a wor en0ironment that encourages %ro.essiona!ism, growth and di0ersity. o 1row a .inancia!!y strong organization. -e as%ire to do this so success.u!!y that we ma e a di..erence in the !i0es o. chi!dren and .ami!ies and in the communities where we !i0e and wor . "6
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

/ource( htt%(LLwww.brighthorizons.comL/iteL%agesLmission.as%;, <ctober 32, 2556.

0(785 Company -e are a g!oba! consumer %roducts com%any dedicated to bui!ding brand e>uities that are the .irst or second choice in their res%ecti0e categories. <ur mission is to !e0erage and bui!d the brand .ortress o. -D?#5 &om%any by de0e!o%ing and ac>uiring brands that de!i0er a uni>ue high 0a!ue to end users and that can be distributed across mu!ti%!e trade channe!s in one or more areas o. the wor!d. -e stri0e to cu!ti0ate a !earning cu!ture based on our cor%orate 0a!ues. -e ha0e a hea!thy discom.ort with the status >uo. -e reward those who ta e %ersona! res%onsibi!ity in getting resu!ts to increase the %ro.itabi!ity and growth o. our business.
/ource( htt%(LLwww.wd#5.comLAboutCsLourO%hi!oso%hy.htm! on <ctober 32, 2556.

Conclusion
$ngaged em%!oyees can he!% your organization achie0e its mission, e;ecute its strategy and generate im%ortant business resu!ts. +his re%ort has high!ighted ways in which di..erent 7R %ractices, inc!uding 9ob design, recruitment, se!ection, training, com%ensation and %er.ormance management can enhance em%!oyee engagement. But these e;am%!es a!so show that em%!oyee engagement is more com%!e; than it may a%%ear on the sur.ace. <rganizations de.ine and measure engagement in a 0ariety o. di..erent ways, suggesting there is no one ArightB or AbestB way to de.ine or stimu!ate engagement in your wor .orce. +he decision to in0est in strengthening engagement or commitment Dor bothE de%ends on an organization@s strategy and the ma eu% o. its wor .orce. For these reasons, it is 0ita! to consider your own organization@s 0iew o. engagement, as we!! as its strategy and wor .orce com%osition when deciding which 7R %ractices wi!! recei0e scarce in0estment do!!ars. +he research, guide!ines and e;am%!es %ro0ided in this re%ortHas we!! as the annotated bib!iogra%hyHcan he!% you begin to weigh the o%tions and to cra.t an in0estment %!an that wi!! best suit your organization@s uni>ue circumstances. References "J
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

3. -e!ch, J., = -e!ch, /. D2556, 8ay 2E. *deas the -e!ch way( 7ow hea!thy is your com%anyM *usiness/ee-, 326. 2. Ramsay, &. /., = Finney, 8. *. D2556E. Employee engagement at +ntuit. 8ountain View, &A( *ntuit *nc. Ramsay, &. /. D2556, 8ayE. $ngagement at *ntuit( *t@s the %eo%!e. *n J. D. )au.man D&hairE, (efining and measuring employee engagement) %ld wine in new .ottles0 /ym%osium conducted at the /ociety .or *ndustria! and <rganizationa! Psycho!ogy 23st Annua! &on.erence, Da!!as, +e;as. ". /ee note 2 abo0e. #. Robinson, D., Perryman, /., = 7ayday, /. D255#E. 1he drivers of employee engagement. *$/ Re%ort Fo. #52. Brighton, C)( *nstitute .or $m%!oyment /tudies. '. )ahn, -. A. D3GG5E. Psycho!ogica! conditions o. %ersona! engagement and disengagement at wor . Academy of Management !ournal" 22, 6G2?J2#. 6. )atz, D., = )ahn, R. ,. D3GJ2E. 1he social psychology of organi&ations D2nd edE. Few :or ( John -i!ey = /ons. J. Van 8aanen, J. D3GJ6E. Brea ing in( /ocia!ization to wor . *n R. Dubin D$d.E, 'and.oo- of wor-" organi&ation" and society D%%. 6J P 3"5E. &hicago( Rand 8cFa!!y = &o. 2. Abrahamson, 8., = Anderson, -. P. D3G2#E. Peo%!e@s commitments to institutions. Social Psychology $uarterly, 34, "J3?"23. G. &ohen, A. D255"E. Multiple commitments in the wor-place) An integrative approach. 8ahwah, FJ( ,awrence $r!baum Associates. 35. 8eyer, J. P., = A!!en, F. J. D3GG3E. A three?com%onent conce%tua!ization o. organizationa! commitment. 'uman Resource Management Review, 5, 63?2G. 33. 8eyer, J. P., Bec er, +. $., = Vandenberghe, &. D255#E. $m%!oyee commitment and moti0ation( A conce%tua! ana!ysis and integrati0e mode!. !ournal of Applied Psychology, 67, GG3?355J. 32. Robinson, D., Perryman, /., = 7ayday, /. D255#E. 1he drivers of employee engagement. *$/ Re%ort Fo. #52. Brighton, C)( *nstitute .or $m%!oyment /tudies. 3". /ee note 2. 3#. Vance, R. J. D2556E. <rganizing .or customer ser0ice. *n ,. Fog!i D$d.E, Customer service delivery) Research and .est practices D%%. 22 P '3E. /an Francisco, &a!i..( Jossey?Bass. 3'. Vance, R. J. D2556E. <rganizing .or customer ser0ice. *n ,. Fog!i D$d.E, Customer service delivery) Research and .est practices D%%. 22 P '3E. /an Francisco, &a!i..( Jossey?Bass. <rgan, D. -., = Ryan, ). D3GG'E. A meta?ana!ytic re0iew o. attitudina! and dis%ositiona! %redictors or organizationa! citizenshi% beha0ior. Personnel Psychology" 36, JJ'?252. Borman, -. &., = 8otowid!o, /. J. D3GGJE. +as %er.ormance and conte;tua! %er.ormance( +he meaning .or %ersonne! se!ection research. 'uman Performance" 58, GG?335. 36. Bar!ey, /. D3GG6E. 1he new world of wor-. ,ondon( British?Forth American Research &ommittee. 3J. 7um%hrey, /. $., Fahrgang, J. D., = 8orgeson, F. P. D2556E. +ntegrating social and motivational models of wor- design) A meta-analytic summary and theoretical "2
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

e9tension of the wor- design literature. Pa%er %resented at the annua! con.erence o. the /ociety .or *ndustria! and <rganizationa! Psycho!ogy, Da!!as, +e;as. 32. +ay!or, F. -. D3G33E. 1he principles of scientific management. Few :or ( -. -. Forton. 3G. 7ac man, J. R., = ,aw!er, $. $. D3GJ3E. $m%!oyee reactions to 9ob characteristics. !ournal of Applied Psychology Monograph" ::, 2'G?226. 25. 1eorgo%ou!os, B. A., 8ahoney, 1. 8., = Jones, 8. -. D3G'JE. A %ath?goa! a%%roach to %roducti0ity. !ournal of Applied Psychology" 35, "#'?"'". 7erzberg, F., 8ausner, B., = /nyderman, B. B. D3G'GE. 1he motivation to wor-. Few :or ( -i!ey. Ford, R. F. D3G6GE. Motivation through the wor- itself. Few :or ( American 8anagement Association. 23. /ee note 3G abo0e. 22. 7ac man, J. R., = <!dham, 1. R. D3G25E. /or- redesign. Reading, 8ass.( Addison? -es!ey. 2". 7um%hrey, /. $., Fahrgang, J. D., = 8orgeson, F. P. D2556E. +ntegrating social and motivational models of wor- design) A meta-analytic summary and theoretical e9tension of the wor- design literature. Pa%er %resented at the annua! con.erence o. the /ociety .or *ndustria! and <rganizationa! Psycho!ogy, Da!!as, +e;as. Fried, :., = Ferris, 1. R. D3G2JE. +he 0a!idity o. the 9ob characteristics mode!( A re0iew and meta?ana!ysis. Personnel Psychology" 38, 22J?"22. 2#. 8orgeson, F. P., = 7um%hrey, /. $. D2556E. +he -or Design Questionnaire D-DQE( De0e!o%ing and 0a!idating a com%rehensi0e measure .or assessing 9ob design and the nature o. wor . !ournal of Applied Psychology. 2'. Par er, /. )., -i!!iams, 7. 8., = +urner, F. D2556E. 8ode!ing the antecedents o. %roacti0e beha0ior at wor . !ournal of Applied Psychology" 75, 6"6?6'2. 26. Par er, /. ). D2556E. A .roaden-and-.uild model of wor- design) 'ow o. enrichment .roadens thought-action repertoires via positive affect. Pa%er %resented at the annua! con.erence o. the /ociety .or *ndustria! and <rganizationa! Psycho!ogy, Da!!as, +e;as. 2J. Vance, R. J., = &o!e!!a, A. D3GG5E. +he uti!ity o. uti!ity ana!ysis. 'uman Performance" 2, 32"?3"G. 22. Pu!a os, $. D. D255'E. Selection assessment methods) A guide to implementing formal assessments to .uild a high-;uality wor-force. A!e;andria, Va.( /7R8 Foundation. 2G. 7aus necht, J. P., Day, D. V., = +homas, /. &. D255#E. A%%!icant reactions to se!ection %rocedures( An u%dated mode! and meta?ana!ysis. Personnel Psychology" :4, 6"G?62". "5. Pu!a os, $. D. D255#E. Performance management) A roadmap for developing" implementing and evaluating performance management systems. A!e;andria, Va.( /7R8 Foundation. "3. &or%orate ,eadershi% &ounci! D255#E. (riving performance and retention through employee engagement. -ashington, D&( &or%orate $;ecuti0e Board. "2. /chneider, B., Par ington, J. J., = Bu;ton, V. 8. D3G25E. $m%!oyee and customer %erce%tions o. ser0ice in ban s. Administrative Science $uarterly, <:, 2'2 P 26J.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

/chneider, B., 7anges, P. J., /mith, B., = /a!0aggio, A. F. D255"E. -hich comes .irst( $m%!oyee attitudes or organizationa! .inancia! and mar et %er.ormanceM !ournal of Applied Psychology" 66, 2"6?2'3. /chneider, B., -hite, /. /., = Pau!, 8. &. D3GG2E. ,in ing ser0ice c!imate and customer %erce%tions o. ser0ice >ua!ity( +est o. a causa! mode!. !ournal of Applied Psychology" 62, 3'5?36". Ryan, A. 8., /chmit, 8. J., = Johnson, R. D3GG6E. Attitudes and e..ecti0eness( $;amining re!ations at an organizationa! !e0e!. Personnel Psychology" 37, 2'"?222. Dietz, J., Pugh, /. D., = -i!ey, J. -. D255#E. /er0ice c!imate e..ects on customer attitudes( An e;amination o. boundary conditions. Academy of Management !ournal" 34, 23?G2. 7arter, J. )., /chmidt, F. ,., = 7ayes, +. ,. D2552E. Business?unit?!e0e! re!ationshi% between em%!oyee satis.action, em%!oyee engagement, and business outcomes( A meta?ana!ysis. !ournal of Applied Psychology" 64, 262?2JG. "". /chneider, B., 7anges, P. J., /mith, B., = /a!0aggio, A. F. D255"E. -hich comes .irst( $m%!oyee attitudes or organizationa! .inancia! and mar et %er.ormanceM !ournal of Applied Psychology" 66, 2"6?2'3. "#. /ee note "". "'. Broo s, /. 8., -i!ey, J. -., = 7ause, $. ,. D2556E. Csing em%!oyee and customer %ers%ecti0es to im%ro0e organizationa! %er.ormance. *n ,. Fog!i D$d.E, Customer service delivery) Research and .est practices D%%. '2 P 22E. /an Francisco, &a!i..( Jossey?Bass. -i!ey, J. -. D3GG6E. ,in ing sur0ey resu!ts to customer satis.action and business %er.ormance. *n A. *. )raut D$d.E, %rgani&ational surveys) 1ools for assessment and change D%%. ""5?"'GE. /an Francisco, &a!i..( Jossey?Bass Pub!ishers. "6. Ramsay, &. /., = Finney, 8. *. D2556E. Employee engagement at +ntuit. 8ountain View, &A( *ntuit *nc. Ramsay, &. /. D2556, 8ayE. $ngagement at *ntuit( *t@s the %eo%!e. *n J. D. )au.man D&hairE, (efining and measuring employee engagement) %ld wine in new .ottles0 /ym%osium conducted at the /ociety .or *ndustria! and <rganizationa! Psycho!ogy 23st Annua! &on.erence, Da!!as, +e;as.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

Sources and Suggested Readings 0or" Engagement 7arter, J. )., /chmidt, F. ,., = 7ayes, +. ,. D2552E. Business?unit?!e0e! re!ationshi% between em%!oyee satis.action, em%!oyee engagement, and business outcomes( A meta? ana!ysis. !ournal of Applied Psychology" 64, 262?2JG. +his artic!e summarizes .indings !in ing em%!oyee engagement with business outcomes, inc!uding customer satis.action and !oya!ty, %ro.itabi!ity, %roducti0ity, em%!oyee turno0er, and sa.ety. *t is im%ortant to e;amine business?unit?!e0e! re!ationshi%s because it is at this !e0e! that em%!oyee sur0ey data are ty%ica!!y used by organizations. Data aggregated to the business?unit !e0e! were %ro0ided by +he 1a!!u% <rganization .or J,G"G business units in "6 com%anies re%resenting 23 industries. $ngagement was measured by the 3"?item 1a!!u% -or %!ace Audit sur0ey o. as%ects o. wor en0ironments o0er which su%er0isors and managers ha0e direct in.!uence. 8eta?ana!ysis Da techni>ue .or ana!yzing resu!ts across indi0idua! studiesE summarized engagement?outcome re!ationshi%s across business units and com%anies. +he resu!ts re0ea! that em%!oyee engagement re!ates to business?unit outcomes, with the strongest e..ects .or em%!oyee turno0er, customer satis.action and sa.ety. Producti0ity and %ro.itabi!ity are more wea !y re!ated to engagement, %robab!y because they are a..ected by many .actors besides em%!oyee %er.ormance. &om%aring business units across com%anies abo0e the median on em%!oyee engagement to those be!ow it re0ea!s a business success rate Da com%osite measure o. business outcomesE ad0antage o. 35"K, which e>uates to mi!!ions o. do!!ars .or !arge organizations. )ahn, -. A. D3GG5E. Psycho!ogica! conditions o. %ersona! engagement and disengagement at wor . Academy of Management !ournal" 22, 6G2?J2#. Based on ro!e theory and socia!ization research, a conce%tua! .ramewor e;%!ains se!.?in?ro!e %rocesses by which %eo%!e become %sycho!ogica!!y %resent or absent in %articu!ar moments and e%isodes o. wor ro!e %er.ormance. $ngagement and disengagement are ada%ti0e %sycho!ogica! mechanisms that %rotect against, res%ecti0e!y, iso!ation .rom and engu!.ment by socia! systems such as wor %!aces. Persona! engagement re.ers to e;%ression o. one@s %re.erred se!. Done@s rea! identity, true thoughts and .ee!ingsE %hysica!!y, cogniti0e!y and emotiona!!y during ro!e %er.ormances. Persona! disengagement re.ers to withdrawa! and de.ense o. one@s %re.erred se!., remo0ing or !imiting onese!. %hysica!!y, cogniti0e!y and emotiona!!y .rom ro!e e%isodes. Partici%ant obser0ation and inter0iew methodo!ogies were used to study counse!ors at a summer cam% .or ado!escents and em%!oyees o. an architecture .irm. Findings re0ea! that three %sycho!ogica! conditions in.!uence engagement( D3E meaning.u!ness Dbene.its arising .rom tas characteristics, ro!e characteristics and wor interactionsEN D2E sa.ety Dminimizing ris s to se!.?image, status and career arising .rom inter%ersona! re!ationshi%s, grou% and intergrou% dynamics, management sty!e and %rocess, and organizationa! normsEN and D"E a0ai!abi!ity Do. %ersona! resources to .u!.i!! ro!e ob!igations .ree .rom distractions and %reoccu%ationsE. #3
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

Employee Commitment Abrahamson, 8., = Anderson, -. P. D3G2#E. Peo%!e@s commitments to institutions. Social Psychology $uarterly, 34, "J3?"23. Fo!!owing ear!ier wor on %eo%!es@ commitments to mu!ti%!e institutions in society, these authors e;amine the interconnections among these commitments as we!! as commitments as antecedents o. a genera! sense o. a!ienation. Focusing on broad!y de.ined socia! institutions Deconomic, educationa!, .ami!ia!, %o!itica!, re!igiousE, a sam%!e o. adu!ts was contacted by te!e%hone on two occasions a%%ro;imate!y 32 months a%art and as ed >uestions designed to indicate degree o. commitment to each institution. $;am%!es inc!ude Aare you a dues?%aying member o. any schoo!?re!ated organization, !i e a P+A, P+< or a!umni associationB or Ain a ty%ica! month, how o.ten do you attend re!igious ser0icesMB Findings re0ea! that indi0idua!s@ commitments to economic, educationa! and %o!itica! institutions are interconnected, .orming a set re!ated to .ee!ings o. socia! a!ienation. Fami!ia! and re!igious commitments are inconse>uentia! with res%ect to other commitments and unre!ated to a!ienation. +he im%ortance o. a s%eci.ic commitment in the conte;t o. a %erson@s mu!ti%!e commitments is em%hasized. Bec er, +. $., Bi!!ings, R. /., $0e!eth, D. 8., = 1i!bert, F. ,. D3GG6E. Foci and bases o. em%!oyee commitment( *m%!ications .or 9ob %er.ormance. Academy of Management !ournal" 27, #6#?#22. +his study e;amines re!ationshi%s between em%!oyee commitment and 9ob %er.ormance using a sam%!e o. recent business schoo! graduates em%!oyed by numerous, most!y mid?sized com%anies. Pre0ious research .ound !itt!e or no re!ationshi% between commitment to one@s em%!oyer and %er.ormance. +hese authors distinguish between commitment to one@s su%er0isor 0s. em%!oyer and .urther di..erentiate commitment based on identi.ication Dado%ting attitudes and beha0iors to .oster one@s association with an indi0idua! or grou%E 0s. interna!ization Dado%ting attitudes and beha0iors congruent with shared 0a!uesE. As e;%ected, interna!ized commitment to one@s su%er0isor is %ositi0e!y re!ated to o0era!! %rescribed 9ob %er.ormance. &ommitment to em%!oyer and commitment based on identi.ication are unre!ated to %er.ormance. +hese resu!ts suggest that commitments to entities c!osest to em%!oyees, such as su%er0isors and co?wor ers, ha0e greater e..ects on %er.ormance than em%!oyer commitments.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

&ohen, A. D255"E. Multiple commitments in the wor-place) An integrative approach. 8ahwah, FJ( ,awrence $r!baum Associates. +his in?de%th re0iew o. the research !iterature on wor %!ace commitment addresses the added 0a!ue to theory and %ractice o. a dee%er understanding o. mu!ti%!e commitments and wor %!ace beha0iors. Rather than consider simu!taneous commitments to indi0idua! entities se%arate!y, this boo ado%ts an integrated mu!tidimensiona! a%%roach. Di..erent .orms o. commitment are considered in some detai! De.g., to em%!oyer, career, 9ob, wor grou%, unionE, as are 0arious theoretica! mode!s to e;%!ain them and their interre!ationshi%s. Research on re!ationshi%s between commitments and wor outcomes De.g., em%!oyee turno0er, absenteeism, 9ob %er.ormanceE is re0iewed and summarized. Additiona! to%ics inc!ude commitments and nonwor domains and commitments in cross?cu!tura! settings. Future research directions are suggested, and a he!%.u! com%endium o. commitment sur0ey instruments is a%%ended. 8eyer, J. P., Bec er, +. $., = Vandenberghe, &. D255#E. $m%!oyee commitment and moti0ation( A conce%tua! ana!ysis and integrati0e mode!. !ournal of Applied Psychology" 67, GG3?355J. +he authors %ro%ose an integrati0e .ramewor that combines essentia! e!ements o. theories o. wor moti0ation and em%!oyee commitment. +hey argue that commitment is one o. se0era! energizing .orces .or moti0ated beha0ior and that a better understanding o. this re!ationshi% contributes to ad0ances in research and %ractice. +he .orms o. commitment Da..ecti0e, normati0e and continuance commitmentE, as we!! as its .oci Dem%!oyer, su%er0isor, team, customersE and bases Didenti.ication, socia!ization and in0estmentsE, are integrated into ,oc e@s D3GGJE goa!?based mode! o. moti0ated wor beha0ior. 1oa! regu!ation is %ro%osed as a moti0ationa! mindset re.!ecting the reasons .or a %erson@s %ur%osi0e beha0iors. *n.!uenced by a %erson@s needs, 0a!ues and commitments, goa! regu!ation a..ects a %erson@s choices o. goa!s and, u!timate!y, beha0ior. +he integrated mode! e;%!icit!y recognizes a distinction between discretionary and nondiscretionary beha0ior. +we!0e theoretica! %ro%ositions are %ro0ided. 0or" (esign Fried, :., = Ferris, 1. R. D3G2JE. +he 0a!idity o. the 9ob characteristics mode!( A re0iew and meta?ana!ysis. Personnel Psychology" 38, 22J?"22. +he 9ob characteristics mode!, de0e!o%ed in a series o. studies in the 3GJ5s by J. R. 7ac man, $. $. ,aw!er, 1. R. <!dham and others, %ostu!ates .i0e moti0ationa! 9ob characteristics that, when %resent, stimu!ate interna! wor moti0ation, %er.ormance and !ow absenteeism. +his artic!e re0iews the resu!ts o. near!y 255 studies testing this mode! and %ro0ides a meta?ana!ysis o. re!e0ant data .rom J6 o. them. *n %articu!ar, criticisms o. the mode! raised by %re0ious re0iewers are considered. &onsistent with the mode!, .indings su%%ort the hy%othesized re!ationshi%s between the 9ob characteristics o. s i!! 0ariety, tas identity, tas signi.icance, autonomy and .eedbac #"
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

and the %sycho!ogica! states o. e;%erienced wor meaning.u!ness, e;%erienced res%onsibi!ity .or outcomes and now!edge o. resu!ts. /ome su%%ort is .ound .or the inter0ening ro!e o. %sycho!ogica! states between 9ob characteristics and moti0ationa! and %er.ormance outcomes, a!though an additi0e combination o. 9ob characteristics is su%erior to the hy%othesized mu!ti%!icati0e combination in re!ating to outcomes. <rganizationa! conte;t and magnitude o. 9ob changes are discussed as im%ortant .actors in the 9ob design?%er.ormance re!ationshi%. 8orgeson, F. P., = 7um%hrey, /. $. Din %ressE. +he -or Design Questionnaire D-DQE( De0e!o%ing and 0a!idating a com%rehensi0e measure .or assessing 9ob design and the nature o. wor . !ournal of Applied Psychology. +he authors address the need .or a broad!y inc!usi0e assessment instrument to describe wor and 9obs in today@s economy. A thorough re0iew o. a0ai!ab!e instruments and studies o. 9ob design %roduced a !ist o. 35J wor characteristic terms. +hese were edited and sorted into 32 categories in three ma9or grou%ings( 3E moti0ationa! characteristics, inc!uding autonomy, tas 0ariety, tas signi.icance, tas identity, .eedbac .rom 9ob, 9ob com%!e;ity, in.ormation %rocessing, %rob!em so!0ing, s i!! 0ariety and s%ecia!izationN 2E socia! characteristics, inc!uding socia! su%%ort, interde%endence, interaction outside the organization and .eedbac .rom othersN and "E conte;tua! characteristics, inc!uding ergonomics, %hysica! demands, wor conditions and e>ui%ment use. A >uestionnaire inc!udes at !east three items .or each to%ic and a .i0e?%oint Astrong!y disagreeB to Astrong!y agreeB res%onse sca!e. Va!idation research is %resented with data gathered .rom '#5 9ob incumbents ho!ding 2#" distinct 9obs. 8easurement %ro%erties o. the instrument were determined to be sound. +he .indings that tas and now!edge wor characteristics re!ate to 9ob satis.action and that socia! su%%ort adds to satis.action beyond these characteristics suggest that engagement in wor can be .ostered through mu!ti%!e a0enues o. 9ob design. &oluntary 0or" Performance Borman, -. &., = 8otowid!o, /. J. D$ds.E. D3GGJE. <rganizationa! citizenshi% beha0ior and conte;tua! %er.ormance R/%ecia! issueS. 'uman Performance" 58D2E. +his s%ecia! issue inc!udes an introduction by -. &. Borman and /. J. 8otowid!o to two c!asses o. 0o!untary wor beha0iors, organizationa! citizenshi% beha0ior D<&BE and conte;tua! %er.ormance, %!us se0en theoretica! re0iew and research artic!es. /. J. 8otowid!o, -. &. Borman and 8. J. /chmit RA theory o. indi0idua! di..erences in tas and conte;tua! %er.ormance, %%. J3?2"S describe a theory o. 9ob %er.ormance that di..erentiates conte;tua! %er.ormance Dwor acti0ities that su%%ort the organizationa!, socia! and %sycho!ogica! en0ironment o. a 9ob rather than the core tas s o. the 9obE .rom tas %er.ormance, using a beha0iora! e%isode %ers%ecti0e to argue that now!edge, s i!!s, wor habits and %ersona! traits associated with the .ormer di..er in im%ortant ways .rom those associated with the !atter. ##
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

D. -. <rgan R<rganizationa! citizenshi% beha0ior( *t@s construct c!ean?u% time, %%. 2'?GJS %ro0ides a conce%tua! %a%er on the im%ortance o. <&B and conte;tua! %er.ormance in modern organizations with broad!y de.ined 9obs. 7e considers the simi!arities and di..erences among re!ated terms such as discretionary and e;tra?ro!e %er.ormance and conc!udes that <&B and conte;tua! %er.ormance are synonyms. -. &. Borman and /. J. 8otowid!o R+as %er.ormance and conte;tua! %er.ormance( +he meaning .or %ersonne! se!ection research, %%. GG?35GS describe how distinctions between conte;tua! and tas %er.ormance can ad0ance the science o. %ersonne! se!ection and the %rediction o. indi0idua! 9ob %er.ormance. ,. A. Penner, A. R. 8idi!i and J. )ege!meyer RBeyond 9ob attitudes( A %ersona!ity and socia! %sycho!ogy %ers%ecti0e on the causes o. organizationa! citizenshi% beha0ior, %%. 333?3"3S o..er a conce%tua! mode! that distinguishes short? and intermediate?term e%isodes o. <&B .rom !ong?term enduring <&B. /hort?term <&B e%isodes are in.!uenced by one@s %ersona!ity, %articu!ar!y %rosocia! orientation, by %articu!ar moti0es to engage in the s%eci.ic beha0ior and by moods and 9ob attitudes. $ngaging in <&B e%isodes, in turn, a..ects one@s ro!e identity as an organizationa! citizen. <ne@s identity as a good citizen causes enduring <&B. P. 8. Podsa o.. and /. B. 8ac)enzie R*m%act o. organizationa! citizenshi% beha0ior on organizationa! %er.ormance( A re0iew and suggestions .or .uture research, %%. 3""?3'3S e;amine the re!ationshi% between <&B and e..ecti0eness o. wor grou%s and organizations. +hey conc!ude that the a!truistic he!%ing dimension o. <&B has the greatest e..ect on organizationa! success. +hey suggest a ty%o!ogy o. in?ro!e and e;tra?ro!e beha0iors and ca!! .or additiona! research on this im%ortant to%ic. J. 8. 1eorge and 1. R. Jones R<rganizationa! s%ontaneity in conte;t, %%. 3'"? 3J5S consider the e..ects o. organizationa! conte;t on s%ontaneity and other as%ects o. conte;tua! %er.ormance. &onte;t %ro0ides both o%%ortunities .or and constrains u%on these beha0iors. &onte;tua! in.!uences are e;amined at the indi0idua! De.g., s i!! !e0e!, se!.?e..icacy, ro!e de.initionsE, wor grou% De.g., grou% norms, tas interde%endence, goa!sE, organizationa! De.g., structure, %o!icies, reward systemsE and interorganizationa! De.g., com%etiti0e %ressures to ado%t simi!ar %ractices such as >ua!ity and customer .ocusE !e0e!s. &. /%eier and 8. Frese R1enera!ized se!.?e..icacy as a mediator and moderator between contro! and com%!e;ity at wor and %ersona! initiati0e( A !ongitudina! .ie!d study in $ast 1ermany, %%. 3J3?3G2S study re!ationshi%s among contro!, 9ob com%!e;ity, wor ?re!ated se!.?e..icacy and %ersona! initiati0e at wor . Findings high!ight the im%ortant %art %!ayed by se!.? e..icacy in the wor ing conditionsHthe %art o. initiati0e re!ationshi%. *nitiati0e !e0e!s o. those who are higher in se!.?e..icacy are !ess a..ected by wor ing conditions than initiati0e !e0e!s o. those who are !ower in se!.? e..icacy.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

<rgan, D. -. = Ryan, ). D3GG'E. A meta?ana!ytic re0iew o. attitudina! and dis%ositiona! %redictors o. organizationa! citizenshi% beha0ior. Personnel Psychology, 36, JJ'?252. +he conce%t o. organizationa! citizenshi% beha0iors D<&BsE was introduced to the research !iterature in 3G2". <&Bs are 0o!untary contributions at wor that inc!ude a!truistic he!%ing beha0iors, com%!iance with wor norms and re>uirements, courtesy to others to ensure smooth wor ing re!ationshi%s, s%ortsmanshi% to maintain %er.ormance under ad0ersity, and ci0ic 0irtue to contribute constructi0e!y to issues that arise in the wor %!ace. +his artic!e %ro0ides a meta?ana!ysis o. '' studies o. the re!ationshi%s between wor attitudes, %ersona!ity and <&Bs. -hereas %er0ious research estab!ished that 9ob satis.action is on!y wea !y re!ated to %rescribed tas %er.ormance, these authors test the hy%othesis that wor attitudes are more strong!y re!ated to 0o!untary %er.ormance than to %rescribed %er.ormance. Findings show that 9ob satis.action re!ates more strong!y to <&Bs than to %rescribed %er.ormance, as e;%ected, a!though it a%%ears that this is main!y true .or nonmanageria!, non%ro.essiona! em%!oyees. +he authors@ e;%ectations that other wor attitudes such as %ercei0ed .airness and emotiona! commitment re!ate more strong!y than 9ob satis.action to <&Bs were not su%%orted. +hey s%ecu!ate that there may be a genera! Amora!eB or engagement .actor that accounts .or the obser0ed attitude?<&B re!ationshi%s. +hey a!so hy%othesize that %ersona!ity measures are more strong!y re!ated than wor attitudes to <&Bs. +his hy%othesis recei0ed on!y minima! su%%ort( the %ersona!ity dimension o. conscientiousness re!ates to the <&B dimension o. com%!iance. +he authors ca!! .or more research on the re!ationshi% between <&Bs and organizationa! e..ecti0eness. Par er, /. )., -i!!iams, 7. 8., = +urner, F. D2556E. 8ode!ing the antecedents o. %roacti0e beha0ior at wor . !ournal of Applied Psychology" 75, 6"6?6'2. +his artic!e distinguishes between acti0e and %assi0e dimensions o. wor beha0iors. Proacti0e wor beha0iors occur when em%!oyees use their initiati0e and are se!.? starters, %articu!ar!y in im%!ementing new ideas and %rob!em so!0ing to im%ro0e u%on current circumstances. Peo%!e may be %roacti0e with res%ect to %rescribed tas s and 0o!untary contributions in the wor %!ace. Passi0e wor beha0iors inc!ude routine tas %er.ormance and com%!iance with ru!es and %rocedures. +he authors tested a mode! using >uestionnaire data gathered .rom 222 %roduction em%!oyees o. a wire?based manu.acturer. Resu!ts show that %roacti0e %ersona!ity and 9ob autonomy in.!uence .!e;ib!e ro!e orientation Dde.ining one@s wor ro!es broad!y, being wi!!ing to ta e ownershi% o. cha!!enges beyond immediate assigned tas sE and ro!e breadth se!.? e..icacy Done@s %ercei0ed ca%abi!ity to engage in %roacti0e wor beha0iors beyond those s%eci.ica!!y %rescribedE, and these in turn .oster %roacti0e wor beha0iors. Job autonomy a!so direct!y in.!uences %roacti0e beha0iors. &o?wor er trust in.!uences %roacti0e beha0iors 0ia .!e;ib!e ro!e orientation. $motiona! commitment !in s to genera! com%!iance, but not to %roacti0e beha0iors. +he authors conc!ude that a %roacti0e wor .orce may be obtained by recruiting em%!oyees with %roacti0e %ersona!ities and by redesigning 9obs to %romote .!e;ib!e ro!e orientations and ro!e breadth se!.?e..icacy. #6
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

.in"age Researc# Broo s, /. 8., -i!ey, J. -., = 7ause, $. ,. D2556E. Csing em%!oyee and customer %ers%ecti0es to im%ro0e organizationa! %er.ormance. *n ,. Fog!i D$d.E, Customer service delivery) Research and .est practices D%%. '2 P 22E. /an Francisco, &A( Jossey?Bass. +he message o. this cha%ter is that business resu!ts are achie0ed through management o. wor %ractices guided by measurement o. em%!oyee and customer data. $m%!oyees, in res%onding to o%inion sur0eys, ser0e as obser0ers and re%orters o. these %ractices. ,in age research is the mechanism that combines in.ormation about wor %ractices with customers@ reactions to and e0a!uations o. these %ractices. +he high?%er.ormance mode! summarizes !in s in the chain .rom !eadershi% through wor %ractices to customer e;%eriences and u!timate!y to business resu!ts and re0ea!s characteristics o. high?%er.ormance organizations. +he cha%ter conc!udes with ad0ice .or integrating !in age research with strategic organizationa! de0e!o%ment to achie0e su%erior %er.ormance. Dietz, J., Pugh, /. D., = -i!ey, J. -. D255#E. /er0ice c!imate e..ects on customer attitudes( An e;amination o. boundary conditions. Academy of Management !ournal" 34, 23?G2. +he artic!e in0estigates two boundary conditions D.actors that determine degree o. in.!uenceE o. business ser0ice c!imate and their e..ects on customers@ e0a!uations o. ser0ice in 365 branches o. a regiona! ban . +he .irst boundary condition is %ro;imity. A distinction is made between the ser0ice %o!icies o. the ban Dgenera! guide!ines .or %ractice %romoted .rom distant head>uartersE and actua! ser0ice %ractices that %!ay out in branches at the %oint o. contact with customers. Branch em%!oyees re%orted both ban ?!e0e! and branch?!e0e! ser0ice c!imate. +he second boundary condition is .re>uency o. contact with customers. A sur0ey as ed customers to estimate the number o. interactions they had with te!!ers and %ersona! ban ers o0er the %re0ious si; months. Findings are that DaE ser0ice c!imate at the !oca! branch !e0e!, not the ban !e0e!, in.!uences customers@ e;%eriences o. ser0ice, and DbE %ositi0e ser0ice c!imates ha0e their greatest e..ects .or the most .re>uent customers. A!though it is tem%ting to in.er .rom these resu!ts that >ua!ity o. the ser0ice encounter is determined by !oca! management %ractices and that >ua!ity o. the ser0ice encounter determines customer satis.action and business resu!ts, the authors note that sur0eys do not measure actua! ser0ice e%isodes and it remains .or .uture research to direct!y estab!ish these !in s.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

Ryan, A. 8., /chmit, 8. J., = Johnson, R. D3GG6E. Attitudes and e..ecti0eness( $;amining re!ations at an organizationa! !e0e!. Personnel Psychology" 37, 2'"?222. +his study o. em%!oyee attitudes as they re!ate to se0era! ty%es o. %er.ormance measures was conducted using data gathered o0er a two?year %eriod .rom 3#2 branches o. an automobi!e .inance com%any. Per.ormance measures inc!ude 35 %roducti0ity and o%erating e..iciency measures De.g., tota! do!!ar %ro.it, mar et share, contro!!ab!e o%erating costsE, customer satis.action Da sing!e sur0ey >uestion rating o0era!! satis.action with ser0iceE and annua! em%!oyee turno0er. Data mode!ing with two time %eriods %ermits tests o. causa! re!ationshi%s, as ing whether em%!oyee attitudes determine branch %er.ormance or the re0erse. Findings are that em%!oyee attitudes show genera!!y sma!! re!ationshi%s to %roducti0ity, that customer satis.action is more !i e!y to cause em%!oyee attitudes than the re0erse and that em%!oyee attitudes re!ate to turno0er. A!though these e..ects are modest in magnitude, the authors note that di..erences in turno0er and %roducti0ity between the to% and bottom em%!oyee?attitude branches trans!ate into substantia! sums o. money. +hey ca!! .or .uture research on the s%eci.ic mechanisms by which em%!oyee attitudes re!ate to business unit %er.ormance. /chneider, B., 7anges, P. J., /mith, B., = /a!0aggio, A. F. D255"E. -hich comes .irst( $m%!oyee attitudes or organizationa! .inancia! and mar et %er.ormanceM !ournal of Applied Psychology" 66, 2"6?2'3. +he >uestion o. whether em%!oyee attitudes !ead to organizations@ .inancia! resu!ts or 0ice 0ersa was e;amined using data gathered o0er an eight?year %eriod .rom "' com%anies. A!though most %re0ious research sim%!y assumed that the direction o. causa!ity is .rom em%!oyee attitudes to organizationa! %er.ormance, .ew studies actua!!y test this assum%tion. Ana!yses re0ea! that two attitudina! dimensionsH satis.action with security and o0era!! 9ob satis.actionHare more strong!y in.!uenced by %re0ious organizationa! %er.ormance as measured by return on assets DR<AE and earnings %er share D$P/E than the re0erse. /atis.action with %ay shows reci%roca! re!ationshi%s with both R<A and $P/. +he authors o..er a mode! to suggest how high?%er.ormance wor %ractices cou!d a..ect these dynamic re!ationshi%s. /chneider, B., Par ington, J. J., = Bu;ton, V. 8. D3G25E. $m%!oyee and customer %erce%tions o. ser0ice in ban s. Administrative Science $uarterly" <:, 2'2?26J. +his artic!e is one o. the .irst to e;amine business?unit?!e0e! corre!ations between em%!oyee %erce%tions and customer e0a!uations o. business %er.ormance. *t estab!ished the !ine o. research that was !ater !abe!ed lin-age research. +he sam%!e inc!udes em%!oyees and customers o. 2" branches o. a regiona! ban . +he rationa!e .or the study was that branch em%!oyees are boundary?s%anners, interacting with e;terna! customers to achie0e the goa!s o. the organization. *n that ro!e, they are uni>ue!y %ositioned to re%ort business %ractices that in.!uence customer outcomes. Findings su%%ort this hy%othesis, showing a strong o0era!! corre!ation D.6JE between em%!oyee and customer e0a!uations o. o0era!! branch business %ractices. $m%!oyees and customers genera!!y agree as to which branches are most and !east e..ecti0e in #2
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

ser0ing customer needs. &orre!ations between s%eci.ic .acets o. these %ractices re0ea! the %otentia! to recti.y %er.ormance de.iciencies. By 0irtue o. a thorough descri%tion o. methodo!ogy, these authors %ro0ide a ste%?by?ste% guide to conducting a !in age study. /chneider, B., -hite, /. /., = Pau!, 8. &. D3GG2E. ,in ing ser0ice c!imate and customer %erce%tions o. ser0ice >ua!ity( +est o. a causa! mode!. !ournal of Applied Psychology" 62, 3'5?36". +his study o. em%!oyees and customers o. 3"# branches o. a !arge ban tests a mode! !in ing branch c!imate .or ser0ice to customer e0a!uations o. ser0ice >ua!ity. +he mode! %ro%oses that ser0ice c!imate is a %roduct o. human resource foundation issues =conte;tua! .actors, such as training, manageria! %ractices or assistance o. co? wor ers, that sustain and su%%ort indi0idua! wor %er.ormance. +his mode! is tested with structura! e>uation mode!ing, a so%histicated ana!ytic techni>ue that tests re!ationshi%s among se0era! 0ariab!es simu!taneous!y. /ur0ey data were gathered .rom sam%!es o. em%!oyees and customers o0er a .our?year %eriodHa method that %ermits tests o. directiona! causa!ity( does ser0ice c!imate determine ser0ice >ua!ity, does ser0ice >ua!ity determine ser0ice c!imate, or do these .actors ha0e reci%roca! Dtwo?wayE in.!uencesM Findings show that ser0ice c!imate is determined by .oundation issues o. wor .aci!itation and inter?de%artmenta! ser0ice and by s%eci.ic ser0ice %o!icies and %ractices. $;amined o0er time, reci%roca! re!ationshi%s show that customer e0a!uations at time 2 were a..ected by branch c!imates .or ser0ice at time 3 and branch c!imates .or ser0ice at time 2 were a..ected by customer e;%eriences at time 3. +he im%ortance o. measuring and using customer .eedbac to im%ro0e wor %ractices is high!ighted. C#anging 0or" &a%%e!!i, P. D3GGGE. 1he new deal at wor-) Managing the mar-et-driven wor-force. Boston, 8A( 7ar0ard Business /choo! Press. +his boo addresses im%!ications .or e..ecti0e %ractices in managing em%!oyees o. organizationa! restructuring o0er the !ast 25 years o. the 25th century. *t bui!ds u%on ear!ier wor by &a%%e!!i and others DChange at /or-, 3GGJE that e;amined trends in wor %!aces changes and em%!oyment re!ationshi%s. *t %!aces recent trends in historica! conte;t, with %articu!ar attention to .orces that sha%ed both the Atraditiona!B em%!oyment mode! and today@s 0ariations on it. &a%%e!!i argues that a .undamenta! shi.t has occurred, such that wor ers today are more !i e!y to bear the ris s o. the mar et%!ace in the .orm o. 9ob insecurity, %er.ormance?contingent %ay, !imited duration contractua! em%!oyment, etc. +he boo e;%!ores ways in which em%!oyers can e..ecti0e!y ada%t to and co%e with this Anew dea! at wor .B &a%%e!!i, P., Bassi, ,., )atz, 7., )no e, D., <sterman, P., = Cseem, 8. D3GGJE. Change at wor-. Few :or ( <;.ord Cni0ersity Press.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

+his boo is the %roduct o. a study that e;amines recent trends in wor %!ace changes, with %articu!ar attention to their e..ects on em%!oyees, em%!oyers and em%!oyment re!ationshi%s. *n the mid?3GG5s, there was much attention in the media to to%ics !i e cor%orate restructuring and downsizing, high?%er.ormance wor systems and a %ur%orted As i!!s ga%B between demanding technica! 9ob re>uirements and an educationa! system that .ai!ed to %ro0ide a wor .orce with the needed s i!!s. +he authors res%onded to media hy%e with systematic research addressing organizationa! restructuring, downsizing, the use o. contingent em%!oyees, changes in the organization o. wor within com%anies, em%!oyer?%ro0ided training and s i!! de0e!o%ment, the %ur%orted s i!!s ga%, and im%!ications o. these trends .or .uture em%!oyment re!ationshi%s. 7oward, A. D$d.E. D3GG'E. 1he changing nature of wor-. /an Francisco, &A( Jossey?Bass Pub!ishers. -ritten in res%onse to .undamenta! trans.ormations in wor and wor ers in the %ost? industria! era, this boo %ro0ides detai!ed ana!yses o. to%ics such as 9ob design, techno!ogy, !abor re!ations, s i!! de0e!o%ment, %ersonne! se!ection, %sycho!ogica! contracts, %er.ormance a%%raisa! and !eadershi%. *!gen, D. R., = Pu!a os, $. D. D$ds.E. D3GGGE. 1he changing nature of performance) +mplications for staffing" motivation" and development. /an Francisco, &A( Jossey?Bass Pub!ishers. +his boo e;amines the e..ect o. techno!ogica!, socia! and economic .orces on how wor is done and organized. +he .ocus is on em%!oyee %er.ormanceHhow it is de.ined, measured and managed by human resource systems. +he authors consider se0en trends a..ecting %er.ormance Dtechno!ogy and 9obs, design o. 9obs, contingent wor ers, continuous !earning, customer .ocus, !eadershi% and su%er0ision, and team wor E. +he authors address e..ecti0e human resource %ractices in the areas o. sta..ing, moti0ation and em%!oyee de0e!o%ment in !ight o. these trends. Fationa! Research &ounci!. D3GGGE. 1he changing nature of wor-) +mplications for occupational analysis. &ommittee on +echni>ues .or the $nhancement o. 7uman Per.ormance( <ccu%ationa! Ana!ysis. -ashington, D&( Fationa! Academy Press. +his 0o!ume %ro0ides a .ramewor .or understanding changes in wor and organizations in the !ast years o. the 25th century and their im%!ications .or systems used to describe and categorize wor , wor ers and em%!oyment re!ationshi%s. 8a9or trends identi.ied and discussed inc!ude increasing demogra%hic di0ersity, changing mar ets and g!oba!ization, changing techno!ogy, b!urring o. distinctions among 9obs, and increasing choices in organizationa! design. +he need .or an integrated, systematic a%%roach to ana!yzing wor is recognized. +he %otentia! o. the C./. De%artment o. ,abor@s <TF$+U occu%ationa! in.ormation system is e0a!uated .a0orab!y. +he C./. Army is o..ered as a case study. A!though di..erent .rom %ri0ate sector com%anies and other go0ernment agencies in im%ortant ways, the Army ne0erthe!ess is a..ected by many o. the same societa! trends. '5
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

General References Barnett, R. &., = 7yde, J. /. D2553E. -omen, men, wor , and .ami!y( An e;%ansionist theory. American Psychologist" :>, J23?JG6. +he authors o. this theoretica! artic!e argue that the !i0es o. C./. women and men changed dramatica!!y o0er the second ha!. o. the 25th century with res%ect to !e0e!s o. wor .orce %artici%ation, education, income and gender, wor and .ami!y ro!es. 7owe0er, these changes were not accom%anied by re0isions to the dominant theories dri0ing research in these areas D.unctiona! theories o. gender?ro!e s%ecia!ization, %sychoana!ytic theories o. %ersona!ity de0e!o%ment based on gender di..erences and sociobio!ogica! theories %redicated on re%roducti0e .itness e;%!anations .or gender di..erencesE, in s%ite o. a dearth o. em%irica! e0idence su%%orting these theories. +he authors %ro%ose an Ae;%ansionistB theory with .our %rinci%!es. +hese inc!ude D3E mu!ti%!e ro!es are bene.icia! .or women and men concerning %sycho!ogica!, %hysica! and re!ationshi% hea!thHstrong commitments to wor and .ami!y ro!es can be mutua!!y congruentN D2E bene.icia! e..ects o. mu!ti%!e ro!es stem .rom such .actors as bu..ering o. stressors across ro!es, added income, socia! su%%ort and o%%ortunities .or successN D"E bene.its o. mu!ti%!e ro!es de%end on ro!e >ua!ity, not number o. ro!es or time de0oted to eachN D#E %sycho!ogica! gender di..erences are not !arge or immutab!e so as to .orce women and men into high!y di..erentiated ro!es. 8ar us, 7., = Furius, P. D3G26E. Possib!e se!0es. American Psychologist" 35, G'#?G6G. +his theoretica! artic!e combines e!ements o. cognition Drationa! be!ie.sE and moti0ation in %ro%osing that %eo%!e ho!d ideas about their .uture %ossib!e se!0es. +hese inc!ude se!0es one ho%es to become De.g., success.u!, creati0e, richE, se!0es one cou!d become and se!0es one is a.raid o. becoming De.g., de%ressed, unem%!oyed, home!essE. Be!ie.s about %ossib!e se!0es s%ring .rom dee%?seated goa!s, as%irations, moti0es and .ears. +hese are o.ten >uite 0i0idHa thinner se!., .or e;am%!e, is imagined as more attracti0e, ha%%ier, more 0i0acious. Possib!e se!0es act as incenti0es .or beha0iors Dse!0es to stri0e to becomeE, they %ro0ide conte;t and meaning to those beha0iors DA* wi!! s%end the ne;t two years %ursuing a master@s degree in order toBE, they are in.!uenced by one@s socia! mi!ieu Dby ro!e mode!s, one@s own %ast achie0ements, com%arisons to othersE, and they guide ro!e?ta ing and other .uture?oriented actions. +he artic!e discusses re!ationshi%s between one@s Acore se!.B Dse!.?conce%ts that are chronica!!y accessib!e and centra!, such as ma9or ro!es, grou% membershi%s and ascribed characteristicsE and %ossib!e se!0es. Possib!e se!0es are ad0antageous to the indi0idua! because, in com%aring current and ho%ed?.or se!0es, they stimu!ate %ersona! growth and de0e!o%ment. Rhoades, ,., = $isenberger, R. D2552E. Percei0ed organizationa! su%%ort( A re0iew o. the !iterature. !ournal of Applied Psychology" 64, 6G2?J3#. Percei0ed organizationa! su%%ort is de.ined as em%!oyees@ genera! be!ie.s that their em%!oyers 0a!ue their contributions and care about their we!!?being. -hereas '3
4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

em%!oyers 0a!ue em%!oyee dedication and !oya!ty, em%!oyees are more concerned with their em%!oyers@ reci%roca! commitments to them. +his re0iew summarizes the .indings o. J5 studies about the re!ationshi% o. treatment recei0ed by em%!oyees to their %erce%tions o. organizationa! su%%ort, and the bene.its o. su%%orti0e treatment in terms o. 9ob satis.action, em%!oyer commitment, 9ob %er.ormance and intentions to remain with an em%!oyer. 8eta?ana!ysis su%%orts the theory that DaE %ercei0ed organizationa! su%%ort is greater when em%!oyees be!ie0e that their em%!oyers@ su%%orti0e actions are discretionaryN DbE su%%orti0e actions by em%!oyers insti!! ob!igations to reci%rocate in the .orm o. stronger emotiona! bonds to the em%!oyer and contributions o. %roacti0e wor beha0iorsN and DcE %rocedura! .airness in amount and distribution o. organizationa! resources and a su%%orti0e su%er0isor encourage em%!oyees to %ersoni.y their em%!oyers, 0iewing em%!oyers as entities that regard them .a0orab!y. Rousseau, D. 8. D3GG'E. Psychological contracts in organi&ations) ?nderstanding written and unwritten agreements. +housand <a s, &A( /age Pub!ications. +his boo ado%ts a beha0iora! %ers%ecti0e to address the .undamenta! ro!es that contracts %!ay in organizations. &ontracts can be %!aced on a continuum .rom .orma! written to in.orma! unwritten agreements co0ering em%!oyment, termination, %roduct warranties, su%%!ier re!ationshi%s, cor%orate mission statements, %artner re!ationshi%s and others. +he obser0ation that a!! contracts are incom%!ete to some degree and must be inter%reted !eads to consideration o. %sycho!ogica! contracts Dindi0idua! be!ie.s regarding terms o. e;change re!ationshi%s with em%!oyersE, socia! contracts Dco!!ecti0e grou% be!ie.s regarding a%%ro%riate beha0iors and reci%roca! ob!igationsE and their im%!ications .or organizations. $m%!oyers that understand contracts can use them strategica!!y, garnering needed commitment and .!e;ibi!ity in their em%!oyee, 0endor and customer re!ations.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

+his %ub!ication is designed to %ro0ide accurate and authoritati0e in.ormation regarding the sub9ect matter co0ered. Feither the %ub!isher nor the author is engaged in rendering !ega! or other %ro.essiona! ser0ice. *. !ega! ad0ice or other e;%ert assistance is re>uired, the ser0ices o. a com%etent, !icensed %ro.essiona! shou!d be sought. Any .edera! and state !aws discussed in this boo are sub9ect to .re>uent re0ision and inter%retation by amendments or 9udicia! re0isions that may signi.icant!y a..ect em%!oyer or em%!oyee rights and ob!igations. Readers are encouraged to see !ega! counse! regarding s%eci.ic %o!icies and %ractices in their organizations. +his boo is %ub!ished by the /7R8 Foundation, an a..i!iate o. the /ociety .or 7uman Resource 8anagement D/7R84E. +he inter%retations, conc!usions and recommendations in this boo are those o. the author and do not necessari!y re%resent those o. the /7R8 Foundation. 42556 /7R8 Foundation. A!! rights reser0ed. Printed in the Cnited /tates o. America. +his %ub!ication may not be re%roduced, stored in a retrie0a! system or transmitted in who!e or in %art, in any .orm or by any means, e!ectronic, mechanica!, %hotoco%ying, recording or otherwise, without the %rior written %ermission o. the /7R8 Foundation, 3255 Du e /treet, A!e;andria, VA 22"3#. +he SHRM Foundation is the '53DcE" non%ro.it a..i!iate o. the /ociety .or 7uman Resource 8anagement D/7R8E. +he /7R8 Foundation ma;imizes the im%act o. the 7R %ro.ession on organizationa! decision? ma ing and %er.ormance by %romoting inno0ation, education, research and the use o. research?based now!edge. +he Foundation is go0erned by a 0o!unteer board o. directors, com%rising distinguished 7R academic and %ractice !eaders. &ontributions to the /7R8 Foundation are ta; deductib!e. Visit the Foundation on!ine at www*shrm*org+#oundation. For more in.ormation, contact the /7R8 Foundation at DJ5"E '"'?6525. <n!ine at www.shrm.orgL.oundation.

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4 2556 /7R8 Foundation. A!! rights reser0ed. Effective Practice Guidelines-Employee Engagement and Commitment

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