You will find below the definitions of the key terms mentioned in our 2020 Employee Engagement Benchmark.
Employee engagement is an outcome of the relationship between an organisation and its employees. An engaged employee is fully absorbed in and enthusiastic about their work, with a high level of commitment to the company and its goals.
The mean response to EngageRocket's engagement questions attributed to a group of employees. Scores range from 1 to 5.
A distinct measure of how employees feel about the culture, strategy, leadership, and individual responsibilities that define their experience at the organisation.
A driver or segment that requires attention. A priority driver has a strong influence on engagement, and room for improvement on the current driver score. Therefore, action should be taken to address the subject measure by priority drivers. For example, if Recognition is presented as a priority, providing employees with more feedback on their work is an activity that is expected to increase their engagement.
A priority segment reflects a group of employees who are significantly less engaged than the business as a whole. EngageRocket will show which drivers can be worked on to improve the engagement of these segments.
Brief Summaries of Drivers
An individual's understanding of what is expected out of him/her in the workplace. When there is clarity over how an individual's role contributes to the company, along with a clearly communicated set of responsibilities, individuals are much more likely to be engaged.
On the flipside, role ambiguity; the absence of direction in work is highly correlated with burnout and disengagement.
Best described as psychological meaningfulness; the sense of return from an individual's personal investments in pursuit of organizational goals.
Individuals reporting feelings of accomplishment are also much more likely to be motivated to complete tasks with enthusiasm.
Best described as adequate physical, social and organizational resources to enable individuals to function effectively in their work role. Work Environment is also related to the resources required for the personal development of individuals within an organization.
The extent of fairness of decisions at work impacting rewards for individuals. Rewards can be a signal of respect, which in turn confirms an individual's self-worth. In turn, mutual respect is also fundamental to a shared sense of community.
The perception of equity (or inequity) in the workplace is based on the individual's determination of the balance between their inputs, such as time, effort and expertise, with outputs, such as rewards and recognition. A perceived inequity within this theoretical framework has been linked to burnout in the workplace.
Recognition is the extent to which an individual feels valued for their work within their organization.
A lack of recognition from colleagues, managers and external stakeholders is closely associated with feelings of inefficacy. On the other hand, when there is consistent recognition, it creates opportunities for intrinsic satisfaction. These intrinsic rewards can be just as critical as extrinsic rewards in fostering engagement within employees. Recognition also builds an enjoyable workplace environment, which in turn supports psychological well-being and physical health.
The experience of psychological safety; feeling able to invest oneself without fear of negative consequences.
William Kahn postulated that employees experience psychological safety, in part, as a result of supportive management. The perception of organizational support reflects employees' beliefs concerning the extents to which the organization they work for, values their contributions and looks after their well-being.
The perceived capacity of individuals to influence decisions that affect their work and their ability to exercise professional independence.
Every individual has the ability to think and solve problems, and want to have the opportunity to make choices and decisions. Individuals also want to have control into the process of achieving the outcomes for which they will be held accountable.
Relationships at Work
The sense of community which encompasses the overall quality of social interaction at work, including issues of conflict, mutual support, closeness, and the capacity to work as a team.
People thrive in community and function best when they share praise, comfort, happiness, and humour with people they like and respect. In addition to emotional exchange and instrumental assistance, this kind of social support reaffirms a person’s membership in a group with a shared sense of values.
Value and Purpose
This driver encompasses the ideals and motivations that originally attracted individuals to their job, as well as the motivating connection that persists between the employee and their workplace.
Being in a position where contributing to a meaningful personal goal as well as contributing to the organizational mission creates a self-perpetuating dynamic that supports engagement.
However, the inverse is true when there is a conflict between an individual's personal goals and their role in their workplace. The greater the gap between individual and organizational values, the more often individuals find themselves making a trade-off between work they want to do and work they have to do.
The dominant role of value conflicts in the burnout and engagement process is indicated by the associated distress and the lengths to which people go to reduce the associated tension.
Opportunities for training and career development of individuals, which instigates one’s belief in achieving their highest career goals within their organization.
This is an important dimension in the process of engaging employees as it helps the individual to concentrate on a focused work dimension, which in turn builds up their confidence in their job scope. This increased confidence is highly correlated with higher workplace motivation.