How long would you remain ‘engaged’ in a poorly performing organisation or an organisation which didn’t allow you to perform?
Engagement is one of a number of behavioural constructs which have flourished in the wake of the discrediting of the ‘staff satisfaction’ survey. The crude proposition is that ‘employee engagement’ drives organisational performance. But this raises a number of difficult questions.
- Can organisational performance be a more powerful determinant of engagement than engagement is of organisational performance?
- If it can be, what impact does this circularity have on 'employee engagement' models?
- Do the engagement levels of individual employees automatically translate into organisational performance and if not, why not?
These questions have unsettling implications for conventional ‘engagement’ research models. To find out more about how Pulse Check approach the question of employee engagement, download our discussion document, 'Understanding Engagement', or contact us at engagement@pulse-check.com.