This document discusses declining levels of employee engagement globally in 2011. Engagement levels dropped in all six major economies examined as well as across industries and job types. While engagement had increased between 2007-2009, it flattened in 2010 and declined further in 2011. The steepest engagement drop was seen in China, which fell from second to fifth place in country rankings. Some companies did see engagement rise, putting them at a competitive advantage since high engagement is linked to improved performance. The report considers actions leaders can take to impact engagement levels positively.
The present ppt explains the concept of motivation, Features and significance of motivation, Process of motivation and theories of motivation such as Maslow's need hierarchy theory, Herzberg hygiene theory, McCellend Theory, ERG Theory, Vroom Expectany theory, Carrot and Stick Theory, Theory X and Theory Y, Theory Z
Our Executive Coaches are senior experts in the field with strong business acumen and an action learning background. Mobius coaching is a rigorous process of mindset and behavior work, carefully examining the everyday actions and interactions people take, while supporting a deeper inquiry into their underlying beliefs, thoughts, challenges and inspirations.
The present ppt explains the concept of motivation, Features and significance of motivation, Process of motivation and theories of motivation such as Maslow's need hierarchy theory, Herzberg hygiene theory, McCellend Theory, ERG Theory, Vroom Expectany theory, Carrot and Stick Theory, Theory X and Theory Y, Theory Z
Our Executive Coaches are senior experts in the field with strong business acumen and an action learning background. Mobius coaching is a rigorous process of mindset and behavior work, carefully examining the everyday actions and interactions people take, while supporting a deeper inquiry into their underlying beliefs, thoughts, challenges and inspirations.
Answer these 5 questions as related to social media:
1) What the heck is it?
2) Is it a fad?
3) Why are some afraid of it?
4) Why do we often get it wrong?
5) How do we do it right?
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
Answer these 5 questions as related to social media:
1) What the heck is it?
2) Is it a fad?
3) Why are some afraid of it?
4) Why do we often get it wrong?
5) How do we do it right?
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
A Study Of The Effect Of Organization, Employees Opinion, Experience And Comm...IOSR Journals
Employees form the basis and foundation for the growth of the organization just like a seed giving
rise to a huge tree bearing fruits and vegetables. The employees promote the growth of an organization to
produce useful products beneficial to mankind and the country. Employee satisfaction is defined as “a function
of perceived performance and expectations”. The reasons such as high stress, lack of communication within the
company, recognition, good working conditions or limited growth opportunities force the employees to resign.
My study is focussed on determining the effect of some of the above stated reasons on the employees in order to
achieve maximum career success. To assess the degree of Employee Satisfaction, Questionnaires were
administered to the employees in the real estate company taking a random of seventy employees for the study
and the research methodology to be used for analysis of the study was descriptive and inferential statistics. The
validity of the questionnaire was tested, using the Cronbach Reliability Calculator software. Further, the
influences of demographics such as gender, age, educational qualification, designation and years of experience on their opinions were examined by Chi-Square Test and the effect of the Constructs on Employee Satisfaction were determined by Regression Analysis.
This research aimed to analyze the effects of organizational commitment, competency, and reward
on employee performance. The population of this research was local public officers in the Yapen Islands
Regency.
Employee Enagagement : An Inevitable Factor To Organizational Success in The ...JIANGUANGLUNG DANGMEI
Abstract
In the changing business environment due to competition and managing changes, organizations face difficulties
to maintain organizational success. However, the employee engagement is a concept which if
implemented properly can make a lot of difference in the organization. Employee engagement is defined as the positive
attitude of an employee towards the organization and its value which exert to greater discretionary effort to ensure
organizational success and sustainability. It is a simple fact that the engagement of employees towards their work and
organization can make a huge difference for the growth and survival of the organization. Almost all of the companies
now explore the possibilities for adopting employee engagement as a strategy for organizational growth and success
as employee engagement is highly associated with organizational performances. It is essential to understand employee
engagement as engaged employees who are fully involved and committed to their works are willing to go the extra
mile for their organization to ensure its success. This paper attempts to throw light on the nature of employee engagement
to ensure organizational success in the contemporary business.
Employee Citizenship Behaviour and Job Satisfaction in Tertiary Institutions ...ijtsrd
This paper examined employee citizenship Behaviour and Job Satisfaction in selected tertiary institutions in Edo State. This study used selected tertiary institutions in Edo State which included University of Benin, Benin City Ambrose Alli University, Ekpoma and Auchi Polytechnic, Auchi. The objective of this study is to examine the extent to which Altruism affects challenging work, How conscientiousness determine employee recognition and how courtesy determine employee commitment in Tertiary institution in Edo state. The study covered both the academic staff and non teaching staff of these institutions. The population of this study comprises the three tertiary institutions under study is 11,608 two thousand, two hundred and twenty seven 2227 staff of Auchi Polytechnic Auchi, Ambrose Alli University, Ekpoma we have three thousand five hundred and twenty nine 3529 and for University of Benin, Benin City. Six thousand and fifty two 6052 which includes both academic and non academic staff making a total of 11,608. The study employed one thousand and seventy three 1073 employees respondents as the sample size of this study. 5 point Likert scale was used to measure the responses of the respondents. The analytical tool used was E view version 7.0. The findings showed that Altruism AUTM negatively affects challenging work in tertiary institution in Edo State. Conscientiousness positively impacts on Employee Recognition and Courtesy positively impacts employee commitment in tertiary institutions The study concluded that Employee citizenship behavior and job satisfaction in tertiary institutions in Edo State are driven by the level of courtesy CURT and Conscientiousness CUOS . Altruism AUTM negatively affects job satisfaction in tertiary institutions. The study further recommended amongst others that all Edo State owned tertiary institutions should enhance the level of Organizational Citizenship Behaviors by investing on acceptable ECB that will install conscientiousness on the worker because if it is higher, job satisfaction among employees will improve and institutional goals will be achieved. Izuagie Mark | Prof S. A Anah | Dr. G. C Mgbemena "Employee Citizenship Behaviour and Job Satisfaction in Tertiary Institutions in Edo State" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-5 , August 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50582.pdf Paper URL: https://www.ijtsrd.com/management/management-development/50582/employee-citizenship-behaviour-and-job-satisfaction-in-tertiary-institutions-in-edo-state/izuagie-mark
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
EMPLOYEE LOYALTY AND ORGANIZATION’S ROLE: A CASE STUDY BASED ON EXPORT ORIENT...ectijjournal
The employee loyalty causes for the productivity of a company, minimize employee turnover, improves the corporation’s image, reduce the cost of new recruitments and less absenteeism. The objectives of this study were to identify the relationship between the employee loyalty with financial and non-financial benefits, empowerment, organization’s commitment on employee and managers’ attitudes and its influence that make on the employee loyalty. According to the results of ordinal logistic regression model, even though the variables are positively engage with the employee loyalty the organization’s commitment on employee (0.721) and managers’ attitudes (0.883) are significantly engaged rather than financial and non-financial benefits (0.221) and empowerment (0.462). The Cronbach’s alpha coefficient is 0.87. A progress in the attachment of the employee union and high labour turnover identified as challenges. Hence the management should introduce the proper evaluation methods and treat the employees based on the results of employees’ attitude surveys as recommendations.
Embedding Employee Engagement throughout the Employee LifecycleElizabeth Lupfer
I recently presented at Ragan Communications conference on how communications can effect employee engagement. My presentation was a 2-hour workshop on how communications plays a key role in helping the organization shift to today's new work environment and how employee engagement initiatives can be more thoughtfully and strategically embedded throughout the organization by using the employee lifecycle as a framework. This also demonstrates four key principles for consistently applying employee engagement: adaptability, relevancy, sustainability and execution.
Presentation to Using the Employee Lifecycle as Your Roadmap to Employee Enga...Elizabeth Lupfer
This is the complementary presentation to the "Using Employee Lifecycle as Your Roadmap to Employee Engagement" #infographic. Presented by Elizabeth Lupfer at the Talent Management Alliance's Employee Engagement conference in July 2014, this presentation is a walkthrough each area of the employee lifecycle and identifies how organization's can develop an employee engagement framework through adaptability, relevancy, sustainability and execution. If you've realized this spells ARSE, then you've got it. Because an ARSE is the foundation for any successful relationship -- employee engagement and the employee lifecycle.
Using the Employee Lifecycle as your Roadmap for Employee EngagementElizabeth Lupfer
Often times, employee engagement initiatives are managed from many areas within Human Resources or Corporate Communications. These efforts can be fragmented in their approach resulting in decreased relevancy and adoption. Using the employee lifecycle provides framework to these efforts so that organizations can ensure their employee engagement initiatives effectively balance the needs of the business against the needs of employees. Using the lifecycle in your employee engagement approach allows you to define the needs of employees based on each lifecycle area and identify opportunities for engagement based adaptability, relevancy, sustainability and execution. This framework was developed and designed by Elizabeth Lupfer of The Social Workplace (@socialworkplace) in July 2014 and was formally presented at the Talent Management Association's Employee Engagement conference.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Engagement Levels in Global Decline - A Report by Kenexa
1. EngagEmEnt LEvELs
in gLobaL DEcLinE:
OrganizatiOns LOsing a COmpetitive advantage
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A
H
NC
HIG
A 2011/2012 KENEXA® HIGH PERFORMANCE INSTITUTE WORKTRENDS™ REPORT
E
IN
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2. ENGAGEMENT LEVELS IN GLOBAL DECLINE
ExEcutivE Summary
This report provides insight into 2011 employee engagement levels across
countries, job types and industries, and examines trends in employee
engagement over the last five years. Understanding employee engagement
and motivation is critically important because it is clearly linked to a wide
range of outcomes including job performance, customer satisfaction1 and,
ultimately, organizational performance2.
2011 was a year of declining levels of employee engagement. While some
declines were noted in 2010, the pace and spread of decline heightened
in 2011. The phenomenon of declining employee engagement was not
limited in geographic scope, job type, or even industry. In 2011, employee
engagement levels declined in all six major economies examined in this
report. The most dramatic decline appeared in China, which in just one
year moved from second to fifth place in country rankings.
No industry was spared when it came to dropping engagement levels
in 2011, although high-tech manufacturing and government workers
showed relatively modest declines compared to retail, finance and
manufacturing. Likewise, when it came to specific job types and
employee engagement levels, every position from clerical to senior
management reported declining levels.
While engagement levels were generally declining, some individual
companies saw their rates rise. These companies stand to gain
considerable advantage as research strongly correlates high
engagement with improved organizational performance. Specifically,
organizations with high employee engagement levels outperform
the low-engagement counterparts in several key areas including
total shareholder return and higher annual net income.
Finally, the report considers some actions that senior leaders can
take to affect engagement levels and reap the rewards that come
with it.
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1
Salanova, M., Agut, S., & Peiró, J. M. (2005). Linking Organizational Resources and Work Engagement IN
STITUTE
to Employee Performance and Customer Loyalty: The Mediation of Service Climate. Journal of Applied
Psychology, 90(6), 1217-1227.
Copyright Kenexa® High
2
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee
Performance Institute, 2011
satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied
Psychology, 87(2), 268-279.
2
3. A 2011/2012 Kenexa® High Performance Institute WorkTrendsTM Report
about WorktrEndS™ data
The 2011 WorkTrends survey provided the insights used in this
report. More than 31,000 workers from 28 countries completed
online questionnaires about workplace issues such as managerial
and leadership effectiveness, senior management behavior, diversity
practices, turnover intentions and job satisfaction.
More detail about WorkTrends can be found at the end of this report.
3
4. ENGAGEMENT LEVELS IN GLOBAL DECLINE
mEaSuring EmployEE EngagEmEnt FIGurE 2. EEI TrEnds by CounTry
In order to measure employee engagement, it is important Brazil Germany India United States
to define it. For the purposes of our research and this paper, China Global United Kingdom
engagement is defined as:
75%
“The extent to which employees are motivated to 70%
contribute to organizational success, and are willing
65%
to apply discretionary effort to accomplishing tasks
important to the achievement of organizational goals.” 60%
55%
To help organizations use employee engagement to drive
organizational performance, Kenexa® created the Employee 50%
Engagement Index (EEI). In the EEI, employee engagement
is measured by asking employees how closely they agree 45%
with the following four items: 40%
2007 2008 2009 2010 2011
• I am proud to tell people I work for my organization
• Overall, I am extremely satisfied with my organization EEI scores declined, not only in the aggregate of these
as a place to work economies, but in each individual country as well.
• I would gladly refer a good friend or family member to The pattern of scores over time is fairly consistent (Figure 2),
my organization for employment with all six countries exhibiting an inverted U-shape trend
• I rarely think about looking for a new job with from 2007 to 2011, reflecting gains followed by a drop. Five
another organization of the countries peaked in 2009, with China being the lone
exception, having peaked a year later in 2010.
2011 EEi ScorES Fall in major For its part, China also experienced the most drastic
global EconomiES decrease of EEI in 2011 with 19 percentage points. This drop
followed an equally dramatic 21-point increase between
In 2011, declines for each individual EEI item, as well as 2007 to 2010 from 46 percent to 67 percent. What’s behind
the collective EEI score (Figure 1), were seen across the six the dramatic swings in China’s EEI? One explanation may be
major economies that account for almost 50 percent of the related to the radical change of the Chinese economy, which
world’s gross domestic product: Brazil, China, Germany, has developed rapidly over the last 30 years to become
India, the United Kingdom and the United States. Between the second largest economy in the world. During the
2007 and 2009, EEI scores actually increased before economic boom, organizational management practices and
flattening out in 2010 and then declining in 2011. The most employee well-being—the important drivers of employee
significant decline concerned retention. Since 2010, the engagement3 —improved substantially4. The increase in
percentage of employees who are most likely to stay and EEI levels up to 2010 are likely a reflection of these efforts.
who rarely think about looking for another job dropped However, while the Chinese economy continues to grow
nine points. this year at a rate of more than 9 percent, that figure reflects
a slowdown compared to previous years. Inflation and
FIGurE 1. Global EEI TrEnds
ovEr TImE consumer prices are also on the rise and these factors may
Advocacy Pride in Company make individuals feel less certain about their future. This
Employee Engagement Index Retention uncertainly is likely to have resulted in the sharp falls in the
Extreme Satisfaction EEI witnessed in the 2011 WorkTrends survey5.
70%
Among the other six leading economies, India evidenced
65% the highest EEI score at 65 percent. The U.S. and Brazil
60% fell to 58 percent (Table 1), while average EEI score across
the six countries stood at 54 percent. Along with China,
55% the United Kingdom and Germany fell below this global
average.
50%
45%
40%
2007 2008 2009 2010 2011
3
Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage: HR’s strategic role. SHRM Research Quarterly.
4
Zhu, C., Cooper, B., De Cieri, H. & Dowling, P. J. (2005). A problematic transition to a strategic role: human resource management in industrial enterprises in
China. The International Journal of Human Resources Management. 16, 513-531.
5
Cartwright, S. & Holmes, N. (2006). The meaning of work: The challenge of regaining employee engagement and reducing cynicism. Human Resource
Management Review, 16, 199-208.
4
5. A 2011/2012 Kenexa® High Performance Institute WorkTrendsTM Report
2010 and 2011 EEI by CounTry Once again, the EEI scores showed an inverted U-shape
TABLE 1.
trend in each industry, though the peak year for the
government sector (2009) was earlier than that of the
2010 2011 ChanGE private sector (2010, see Figure 4). Generally speaking, EEI
scores steadily rose across industries from 2007 to 2010,
India 71% 65% -6%
and then sank considerably from 2010 to 2011. The majority
Brazil 59% 58% -1% of industries evidenced a 7 to 8 percentage point drop
from 2010 to 2011. It’s worth highlighting that high-tech
United States 60% 58% -2% manufacturing and government industries showed a smaller
Average of six major economies 60% 54% -6% drop of 4 percentage points (see Table 2). Interestingly, while
the average level of employee engagement consistently
Germany 53% 50% -3% tended to differ across industries (e.g., high-tech
manufacturing tends to exhibit the highest EEI scores, and
China 67% 48% -19%
government tends to exhibit the lowest), the macro trend
United Kingdom 51% 48% -3% over time remained remarkably similar.
FIGurE 4. Global EEI TrEnds by IndusTry
EEi continuES to dEclinE in thE u.S.
Banking/Financial Services Heavy/Light Manufacturing
The U.S. employee sample reveals a similar downward trend Government High-tech Manufacturing
across the four EEI items, although all remained above the Healthcare Services Retail
low levels recorded in 2007 (Figure 3). In the last five years, 75%
EEI scores have trended upward from a low base in 2007 to
70%
2008, reached a plateau in 2009, and steadily declined from
2010 to 2011. Unlike the global sample, the decline in EEI 65%
scores in the U.S. has been relatively stable, dropping two
60%
points in both 2010 and in 2011.
55%
50%
FIGurE 3. EEI TrEnds ovEr TImE
45%
Advocacy Pride in Company
Employee Engagement Index Retention 40%
Extreme Satisfaction 2007 2008 2009 2010 2011
70%
2010 and 2011 EEI by IndusTry
TABLE 2.
65%
60% 2010 2011 ChanGE
55% High-tech Manufacturing 67% 63% -4%
50% Heavy/Light Manufacturing 64% 56% -8%
45% Banking/Financial Services 62% 54% -8%
40% Healthcare Services 61% 54% -7%
2007 2008 2009 2010 2011
Retail 60% 52% -8%
EmployEE EngagEmEnt FallS Government 53% 49% -4%
acroSS induStriES
In addition to yielding data from six of the world’s
EmployEE EngagEmEnt FallS
largest economies, WorkTrends also provides employee acroSS job typES
engagement scores across six major industries: banking/
financial services, government, high-tech manufacturing, In 2011, we observed the same downward trend over time
healthcare services, heavy/light manufacturing and retail. across job types as we have noted across both geographies
and industries (see Figure 5). Similar to the pattern across
5
6. ENGAGEMENT LEVELS IN GLOBAL DECLINE
industries, relative employee engagement levels have shareholder return than organizations with lower levels
remained fairly consistent over time: Upper and middle of employee engagement6. Even in the current turbulent
managers consistently report the highest EEI scores and global economy, organizations can leverage employee
service/production workers the lowest. However, the gap engagement for competitive advantage.
between these two groups’ EEI scores widened to 18
percentage points in 2010 and 2011. In 2011, the EEI score What can lEadErS do?
for upper/middle management was 64 percent, while
service/production workers showed an EEI score of just 46 Across the six-country sample in 2011, the top three drivers
percent (Table 3). of employee engagement were work/life balance (WLB),
leadership effectiveness and training. Leaders may impact
FIGurE 5. Global EEI TrEnds by job employee engagement through these three key areas. First,
Clerical Service/Production Workers regarding WLB, leaders may institute a more flexible work
Professional/Technical Workers Supervisors schedule to allow employees the latitude needed to better
Sales Upper/Middle Management cope with competing home and work demands. Secondly,
75% leaders should start with the person in the mirror; simply
developing better leadership skills and competencies may
70% lead employees to be more engaged at work. Lastly, leaders
could provide employees training opportunities, not just to
65%
learn skills important to their current job, but skills needed
60% for possible future jobs as well. This investment in their
future will surely drive employees’ engagement scores up.
55%
50%
45%
40%
2007 2008 2009 2010 2011
2010 and 2011 EEI by job
TABLE 3.
2010 2011 ChanGE
Upper/Middle Management 69% 64% -5%
Supervisors 63% 55% -8%
Professional/Technical Workers 62% 54% -8%
Sales 61% 53% -8%
Clerical 54% 52% -2%
Service/Production Workers 51% 46% -5%
EmployEE EngagEmEnt can drivE
compEtitivE advantagE
In the global recession, organizations all over the world are
struggling, and this appears to be reflected in declining
engagement levels. While the statistical picture looks bleak,
there are some organizations that are bucking the trend
and driving EEI scores higher. This is a worthwhile endeavor,
since numerous studies have shown that employee
engagement is positively related to organizational
performance. Kenexa’s own research studies show that
organizations with higher levels of employee engagement
show significantly higher annual net income and total
6
Kenexa (2008). Engaging the Employee: A Kenexa Research Institute WorkTrendsTM report. Wayne, PA.
6
7. A 2011/2012 Kenexa® High Performance Institute WorkTrendsTM Report
about thE WorktrEndS SurvEy
The WorkTrends survey, administered annually or bi-annually since 1985, is the data collection machine that serves
two purposes: To fuel research efforts within the Kenexa High Performance Institute (KHPI) and to populate one
of the normative databases for Kenexa’s client use.
In 2011, the WorkTrends survey was taken online by approximately 10,000 individuals in the U.S., and about
1,000 individuals in each of the following countries: Argentina, Australia, Brazil, Canada, China, Denmark,
Finland, France, Germany, India, Italy, Japan, Mexico, The Netherlands, Russia, South Africa, Spain, Sweden,
Switzerland, Turkey and the United Kingdom. Samples of around 400 employees were collected from
Indonesia and Korea. For these countries, and as the general rule, employees who work full-time at an
organization larger than 100 staff members were allowed to take the survey. Three countries from the
Gulf Co-op Council (GCC) countries of the Middle East were also surveyed, though to a lesser extent
due to surveying limitations in that region of the world. The GCC countries include the Kingdom
of Saudi Arabia (KSA), United Arab Emirates (UAE) and Qatar. In the GCC Region, the criterion for
inclusion was dropped to full time workers in organizations that employ more than 25 employees to
maximize sample size.
The survey has 141 items that ask employees about workplace issues, such as managerial
effectiveness, senior management behavior, diversity practices, turnover intention and
job satisfaction. Of the questions asked, 21 are about organizational and job structures,
and organizational phenomena, such as the incidence of lay-offs or off-shoring. Thirty
demographic questions are also asked, including questions about gender, age, job type,
industry and organizational size.
The WorkTrends items allow Kenexa clients to compare their own survey responses
to those of a larger, representative population. WorkTrends norms are unique in the
survey industry in that they are truly normative data—they are not derived from other
clients, but from a random sample of the working population. In addition, questions
identifying high performing organizations have been embedded, allowing clients
to compare themselves to those who excel. Clients can also choose to compare
themselves with others in their same industry.
Using the WorkTrends database, the Kenexa High Performance Institute is able
to provide customized research reports on the issue of trust and many other
employee-related matters for selected geographies, job types, industries,
demographics and much more.
For more information about WorkTrends and the Kenexa High Performance
Institute, please visit www.khpi.com.
To find out more about Kenexa’s products and services, please email
contactus@kenexa.com or visit www.kenexa.com.
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