Tools for organisations and practitioners

Author: Shutler-Jones

Improving performance through wellbeing & engagement — essential tools for a changing HE landscape (2011)

"This is a comprehensive document which contains key aspects to consider when seeking to design and implement an HR lead programme in general, but an employee engagement programme in particular. 

Some notable principles were outlined which organisations can use when planning engagement initiatives; These include reviewing current activities; positioning the agenda; senior management buy-in; creating a multi-disciplinary approach; not re-inventing the wheel; avoiding one size fits all; listen - act- communicate; prioritising effort and meaningful change."
 

Author: CIPD

Conclusions and management implications (2010)

This is a two-paged document from a larger CIPD practitioner report which can be found under practitioner literature in this hub. It is a summary document which outlines a proposed employee engagement model. This proposed model contains the following components: Meaningfulness of work; Supportive work environment; Senior management communication and vision; Line management; Voice, being able to feed your views upwards; Person-job fit.  

Author: Tower Watson

Drivers of Sustainable Engagement (2010)

This is a two-paged document from a larger Tower Watson  practitioner report which can be found under practitioner literature in this hub. The first page outlines the top five key drivers of sustainable engagement based on their data analysis. These include; leadership; stress, balance and workload; goals and objectives; supervisors; organisation's' image. The second page is concerned with the factors which are involved in employee attraction and retention.
 

Author: CIPD

Emotional or transactional engagement - does it matter? (2012)

This tool is an executive summary from a larger CIPD practitioner report which can be found under practitioner literature in this hub. It start by outlining the difference between emotional and transactional engagement on a conceptual level. It then moves on to presenting the different drivers and barriers to these two types of employee engagement as antecedents, as well as the consequences.     
 

Author: Byrne et al.

The Struggle With Employee Engagement: Measures and Construct Clarification Using Five Samples (2016)

This paper contains two employee engagement scales which are widely used in academic research. These two scales are; the Urecht Work Engagement Scale (UWES) which is based on Schaufeli and colleagues understanding of engagement; and the Job Engagement Scale (JES) which is based on Kahn's conceptualisation of employee engagement. 

Author: Schaufeli et al.

The Measurement of Work Engagement With a Short Questionnaire (2006)

This paper contains the abbreviated version of the Utrecht Work Engagement Scale (UWES) which is an instrument widely used to measure employee in the academic literature. The originally UWES scale contain 17 items, whereas this version contains 9.

Author: Shutler-Jones

Improving performance through wellbeing & engagement — essential tools for a changing HE landscape (2011)

Improving performance through wellbeing & engagement — essential tools for a changing HE landscape (2011)

"This is a comprehensive document which contains key aspects to consider when seeking to design and implement an HR lead programme in general, but an employee engagement programme in particular. 

Some notable principles were outlined which organisations can use when planning engagement initiatives; These include reviewing current activities; positioning the agenda; senior management buy-in; creating a multi-disciplinary approach; not re-inventing the wheel; avoiding one size fits all; listen - act- communicate; prioritising effort and meaningful change."
 

Author: Shutler-Jones

Improving performance through wellbeing & engagement — essential tools for a changing HE landscape (2011)

"This is a comprehensive document which contains key aspects to consider when seeking to design and implement an HR lead programme in general, but an employee engagement programme in particular. 

Some notable principles were outlined which organisations can use when planning engagement initiatives; These include reviewing current activities; positioning the agenda; senior management buy-in; creating a multi-disciplinary approach; not re-inventing the wheel; avoiding one size fits all; listen - act- communicate; prioritising effort and meaningful change."
 

x
Author: CIPD

Conclusions and management implications (2010)

Conclusions and management implications (2010)

This is a two-paged document from a larger CIPD practitioner report which can be found under practitioner literature in this hub. It is a summary document which outlines a proposed employee engagement model. This proposed model contains the following components: Meaningfulness of work; Supportive work environment; Senior management communication and vision; Line management; Voice, being able to feed your views upwards; Person-job fit.  

Author: CIPD

Conclusions and management implications (2010)

This is a two-paged document from a larger CIPD practitioner report which can be found under practitioner literature in this hub. It is a summary document which outlines a proposed employee engagement model. This proposed model contains the following components: Meaningfulness of work; Supportive work environment; Senior management communication and vision; Line management; Voice, being able to feed your views upwards; Person-job fit.  

x
Author: Tower Watson

Drivers of Sustainable Engagement (2010)

Drivers of Sustainable Engagement (2010)

This is a two-paged document from a larger Tower Watson  practitioner report which can be found under practitioner literature in this hub. The first page outlines the top five key drivers of sustainable engagement based on their data analysis. These include; leadership; stress, balance and workload; goals and objectives; supervisors; organisation's' image. The second page is concerned with the factors which are involved in employee attraction and retention.
 

Author: Tower Watson

Drivers of Sustainable Engagement (2010)

This is a two-paged document from a larger Tower Watson  practitioner report which can be found under practitioner literature in this hub. The first page outlines the top five key drivers of sustainable engagement based on their data analysis. These include; leadership; stress, balance and workload; goals and objectives; supervisors; organisation's' image. The second page is concerned with the factors which are involved in employee attraction and retention.
 

x
Author: CIPD

Emotional or transactional engagement - does it matter? (2012)

Emotional or transactional engagement - does it matter? (2012)

This tool is an executive summary from a larger CIPD practitioner report which can be found under practitioner literature in this hub. It start by outlining the difference between emotional and transactional engagement on a conceptual level. It then moves on to presenting the different drivers and barriers to these two types of employee engagement as antecedents, as well as the consequences.     
 

Author: CIPD

Emotional or transactional engagement - does it matter? (2012)

This tool is an executive summary from a larger CIPD practitioner report which can be found under practitioner literature in this hub. It start by outlining the difference between emotional and transactional engagement on a conceptual level. It then moves on to presenting the different drivers and barriers to these two types of employee engagement as antecedents, as well as the consequences.     
 

x
Author: Byrne et al.

The Struggle With Employee Engagement: Measures and Construct Clarification Using Five Samples (2016)

The Struggle With Employee Engagement: Measures and Construct Clarification Using Five Samples (2016)

This paper contains two employee engagement scales which are widely used in academic research. These two scales are; the Urecht Work Engagement Scale (UWES) which is based on Schaufeli and colleagues understanding of engagement; and the Job Engagement Scale (JES) which is based on Kahn's conceptualisation of employee engagement. 

Author: Byrne et al.

The Struggle With Employee Engagement: Measures and Construct Clarification Using Five Samples (2016)

This paper contains two employee engagement scales which are widely used in academic research. These two scales are; the Urecht Work Engagement Scale (UWES) which is based on Schaufeli and colleagues understanding of engagement; and the Job Engagement Scale (JES) which is based on Kahn's conceptualisation of employee engagement. 

x
Author: Schaufeli et al.

The Measurement of Work Engagement With a Short Questionnaire (2006)

The Measurement of Work Engagement With a Short Questionnaire (2006)

This paper contains the abbreviated version of the Utrecht Work Engagement Scale (UWES) which is an instrument widely used to measure employee in the academic literature. The originally UWES scale contain 17 items, whereas this version contains 9.

Author: Schaufeli et al.

The Measurement of Work Engagement With a Short Questionnaire (2006)

This paper contains the abbreviated version of the Utrecht Work Engagement Scale (UWES) which is an instrument widely used to measure employee in the academic literature. The originally UWES scale contain 17 items, whereas this version contains 9.

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