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Report: Bridging the gap: an evidence-based approach to employee engagement

In this paper, Megan Edwards, Institute for Employment Studies (IES) research fellow, draws on IES' wealth of employee engagement research to consider a different aspect of engagement; distinguishing between organisational and job engagement.

Report: Bridging the gap: an evidence-based approach to employee engagement 1

Key findings

  • Engagement is not a one-dimensional concept. Employers must consider how employee engagement can occur at different levels within an organisation, be that engagement with one's role, with the organisation as a whole, or with both.
  • Organisations must decide what engagement means to them, in order to effectively measure and improve it.
  • Using diagnostic measures to ‘get to know your people’ and an evidence-based approach to improve engagement, will put organisations in a far better position to achieve their desired outcomes.

This paper is part of IES’ Perspectives on HR 2018 series. It begins with an exploration of the theoretical underpinnings of engagement and then goes on to consider the multifaceted nature of engagement. Based on this evidence, it considers how the drivers of employee engagement can be used to address job/role engagement, organisational engagement, or both.

The paper concludes with five practical steps for employers and HR to take to improve employee engagement.

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