May 23, 2013

“Employee involvement in the missions and visions of an organization, and the types of employee commitments towards an organization remain at the center of designing any management style.” The article describes the three types of organizational commitment of employees such as affective commitment, continuance commitment and normative commitment which are known by research today.

“External engagement cannot be separated from everyday business; it must be part and parcel of everyday business.” The article concentrates on how to “integrate external considerations into decision making across a business?” The four action items to achieve this are “define what you contribute, know your stakeholders, apply world-class management, and engage radically” which is explored further.

“People’s attitudes are caused by how they perform and they determine their performance. In short, they are both a cause and a consequence of behavior.” The article gives a review about the realtionship between work attitudes and performance; for example, “performance causes satisfaction not because satisfaction causes performance” and speaks to how engagemnt is measured.

“According to a 2010 employee engagement study by Gallup, disengaged employees erode an organization’s bottom line while breaking the spirits of colleagues in the process. Within the U.S. workforce, Gallup estimates this cost to the bottom line to be more than $300 billion in lost productivity alone.” The article explores ways how to keep employees engaged as for example, just “saying thanks”.

“Some of the most engaged employees in your organization are your worst performers and some of the least engaged are your highest performers.” The article explores how high performers can get disengaged when standards are not clear, reinforced and when lower performing employees can slip by.