RT Vol XVII Ch 5: Escaping the Cultural Psychic Prison - Employee Engagement as a Refractive Prism
From the Book: The Refractive Thinker® Vol XVII: Managing a Cultural Workforce: The Impact of Global Employees


One of the greatest challenges facing leaders and managers is the preparation for and managing of employee engagement strategies in their organizations. A 2017 study indicated that globally, only 15% of full time employed employees felt engaged at work (Gallup, 2017). Low engagement levels have an adverse impact on productivity. Leaders and managers need to escape the psychic prison of self-imposed organizational culture restrictions hindering the successful implementation of employee engagement strategies with mutually beneficial outcomes for organizations and employees. From an organizational perspective, investment in employees and employee engagement programs make good business sense with positive outcomes such as increased productivity and profitability for the organization. From an employee perspective, effective employee engagement strategies bring about positive social change by improving the well-being and satisfaction of the individual, their work environment, and their work-home-life experience. Leaders and managers should acknowledge that engagement cannot be demanded, instead, engagement the result of a reciprocal relationship between the organization and employee expressed and observed in employees exercising discretionary effort. The business application of this chapter manifests in the identification of three employee engagement strategies and the introduction of an iterative 4-phase RACA (review, assess, compare, and adjust) process that enables leaders and managers to establish, implement, and maintain employee engagement as an organizational state, not just a strategy.
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