What are 3 different types of employee engagement activities that can help performance?

10 Nurturing employee engagement and resilience In Chapter & we looked at some of the challenges of attracting and developing the agile and resilient people organizations need. Today's economic outlook for many industries books decidedly mixed so the emerging talent agenda needs to have some flexibility built Into it. As we have seen, an agile workforce is a broader, more Inclusive concept than focusing exclusively on future top talent. As organizations struggle to sustain competitive edge in this volatile context, many business leaders will need to set new strategies to increase productivity and innovation. But they cannot effectively execute what is required for future growth without the right people focused on the 'right" things, motivated and 'engaged with their organization; in other words, people who are willingly investing their 'discretionary effort' in the collective effort. How people feel about their work influences whether or not they release their discretionary effort and makes a difference to performance and Innovation. That is why I believe that especially in today's knowledge-intensive and service-intensive industries - where people are the main source of innovation, production and service excellence - employee engagement or "the intellectual and emotional attachment that an employee has for his or her work - becomes crucial to business success. Therefore, If leaders want their organizations to survive and thrive in today's challenging times, they must become intensely focused on improving employee engagement. In this chapter we consider: The crntral link between employee engagement and performance, commitment and retention. . What is employee engagement? . Getting to grips with employee engagement. The 'engaged' model . An emergent psychological contract. Team engagement. . How HER/OD can help to stimulate engagement and wellbeing. We look at what is Involved in creating a work context conducive to employee engagement and consider the roles played by executives, line managers, HROD and employees themselves. Links between employee engagement and performance High performance theory places employee engagement at the heart of performance and productivity - especially among knowledge workers - since when people are engaged with their work they are more productive, more service-oriented, less wasteful, more Inclined to come up with good ideas, to take the Initiative and generally do more to help organizations achieve their goals than people who are disengaged. Research has correlated employee engagement with higher earnings per share. Improved sickness absence, higher productivity and innovation - the potential business benefits go on and on. For instance, a Corporate Leadership Council (CLC) study found that companies with highly engaged employees grow twice as fast as peer companies. A three year study by Towers Watson of 41 multinational organizations found that those with high engagement levels had 2-4 per cent improvement In operating margin and net profit margin, whereas those with low engagement scores showed a decline of about 1.5-2 per cent. Other sbadies suggest that highly engaged employees tend to support organizational change Initiatives and are more resilient in the face of change. In Britain's National Health Service (NHS), a meta-analysis of research into the links between patient health outcomes and employee engagement found that patient satisfaction was consistently higher in health organizations with better rates of staff health and wellbeing, and that there was a link between higher staff satisfaction and lower rates of mortality and hospital-acquired infection. The study concluded that healthcare employers should try to accelerate increases in employee engagement scores as they appear to correlate strongly with patient outcomes. Yet the UK is generally reported to suffer from a growing 'engagement deficit relative to many other countries, Including the United states.A global engagement study by Aon Hewitt (2014) found that only just over half of UK employees saw a long-term path with their current company and fewer saw a compelling employee value proposition (EVP) to keep their talents with their current company Recruitment firms are aware of wide-scale pent-up career frustration and high turnover of key talent can be anticipated in the years ahead. And as many organizations continue to downsize or implement other cost reduction measures, employee engagement and retention are likely to become major casualties of change. So while attracting the talent needed for business performance can be challenging enough, retaining talent requires an understanding of the specific drivers of engagement for a given workforce and creating a context conducive to employee engagement. What is employee engagement? Definitions of employee engagement abound. MacLeod and Clarke, while researching for their 2009 report Engaging for Success, found at least 50 different definitions of employee engagement. Many make the association between engagement and high- performance work practices and other forms of human resource management (HRM)." Different definitions focus on employee behaviour beg discretionary effort), on employee attitudes feg commitment), on employee feelings (eg enthusiasm), on the conditions of work and what the organization does tey provides support. Among the earliest definitions was the association of personal engagement with the "needs-satisfying" approach to motivation by William Kahn in his 1950 article for the Academy of Management Journal." He defined personal engagement as the harnessing of organization members' selves to their work roles: when engaged, people employ and express themselves physically, cognitively and emotionally during role performances. Personal disengagement, on the other hand, is defined as the uncoupling of selves from work roles people withdraw and defend themselves physically, cognitively or emotionally during role performances. Kahn and Heaphy later Identified the importance of the relational context, which affects how people use varying degrees of their selves - perilcally, cognitively and emotionally - In work roles.=