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Employee Engagement Study
September 27, 2009 at 12:06 pm #81540
Merit System Protection Board newsletter commentary
Private sector research consistently demonstrates a strong positive relationship between high levels of employee engagement and desired organizational outcomes, such as customer satisfaction, safety, turnover, productivity, and profitability. In our 2008 study, The Power of Federal Employee Engagement, the MSPB confirmed that employee engagement has a strong, positive impact on a number of similar organizational outcomes in the Federal sector.
Now, in our newly released report, Managing for Engagement—Communication, Connection, and Courage, we have analyzed the results of the 2007 Merit Principles Survey to identify the specific performance management practices that drive employee engagement. Our research indicates that employee engagement is higher in agencies in which senior leaders build trust with employees by:
(1) aligning their words and actions,
(2) communicating openly and frequently with employees, and
(3) treating employees as valued business partners.
Supervisors in high engagement agencies define clear performance expectations, develop strong working relationships with employees, provide employees with useful feedback, and recognize their contributions. In short, the effort that leaders invest in managing their workforce appears to pay off in substantially higher levels of employee engagement and performance.
In this report, we offer practical, action-oriented suggestions for driving employee engagement and enhancing performance. Our recommendations can be characterized in three words: communication, connection, and courage. As Chairman Neil A. G. McPhie said, “These are the foundation of performance management— communicating openly and honestly with employees, connecting with them as people to build good working relationships, and demonstrating the courage to address and resolve problems.” The report may be downloaded from the “Studies” section of our Web site,
The recommendations we offer to increase employee engagement are based on the principle that performance management is a continuing dialogue between supervisors and their employees. The actions we recommend are already key components of every leader’s job. They can be characterized in three words: communication, connection, and courage. These are the foundation of effective performance management—communicating openly and honestly with employees, connecting with them as people to build strong working relationships, and demonstrating the courage to address and resolve problems.
September 28, 2009 at 7:55 pm #81543
Good information, Henry. Referenced this in the HPO group.
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