In: Business and Management

Submitted By mohamedfathy
Words 1963
Pages 8

Engagement and motivation
The two are not the same, say
John Sylvester and Ruth Patel mployee engagement has become a popular management term, often used to describe how organisations have approached the issue of productivity or morale among staff.
It is widely used when discussing issues such as staff motivation, loyalty, retention, reward and recognition.


Engagement is a hot topic, but the signs are that few organisations are doing it well. Only 13 per cent of employees worldwide are engaged at work, according to GaUup's 142-country study
The State of the Global Workplace carried out last
October. The study suggests that only about one in eight workers are psychologically committed to their job and likely to be making a positive contribution to their organisations.
It is vital to recognise that engagement is not the same as motivation. L8dD professionals need to ensure that employees are broadly engaged with the aims of their organisations before they can even think about implementing reward and recognition schemes aimed at boosting motivation.
Such initiatives hope to achieve specific sales goals or service levels but, without engagement, there is a real danger that they will be met with indifference or cynicism.
Employees will be more engaged if they feel they are learning and growing in their role and adding real value to the goals of the business.
L8dD professionals have a critical role to play here: if they can foster employee engagement, the organisation will see concrete improvements to the bottom line arising from improved sales figures or enhanced customer service.


Reference http://bit.iy /leBemOU

Rewards for engagement
Research shows there are tangible rewards for organisations that get to grips with employee engagement. Engagingfor success: Enhancing

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