Vale, Fiona (2011) A Measurement of Employee Engagement Using the Gallup Q12 Workplace Audit. Undergraduate thesis, Dublin, National College of Ireland.
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The term ‘employee engagement’ is relatively new with the concept introduced by Kahn in 1990 as ‘personal engagement’ and ‘personal disengagement’. Despite increasing interest (Frauenheim, 2009; Kular et al, 2008; Robertson-Smith and Markwick, 2009; Saks, 2006; Shuck and Wollard, 2010) there is still no clear definition of the term and little academic research has been carried out (Saks, 2006). Numerous professional firms such as Gallup, Towers Perrin, BlessingWhite, ASTD and the Conference Board have carried out studies of employee engagement over the past number of years. Research by these firms has shown a correlation between employee engagement and profit (Harter et al, 2002; Harter et al, 2009; Towers Perrin, 2008). Towers Perrin’s 2007- 2008 global workforce study showed that operating income increased by 19% over one year in firms with high employee engagement (Towers Perrin, 2008).
The purpose of this research is to measure levels of employee engagement and to add to the existing knowledge pool of academic research on the topic of employee engagement.
A quantitative questionnaire replication of the Gallup Q12® workplace audit was selected for the purpose of data collection for this review given its validity and reliability (Harter et al, 2009).
Gallup’s Q12® workplace audit states that only highly engaged employees will respond in strong agreement to each of twelve statements (Forbringer, 2002). The findings did not demonstrate a higher level of engagement to what was anticipated based on Towers Perrin’s 2007-2008 Global Workforce Study where engagement levels provided were at 21%. The engagement levels found in this research report were at 18.3%, just below that level. Towers Perrin categorises employees as ‘enrolled’ where they are capable but not fully engaged (Towers Perrin, 2008). This category represented 32.7% of respondents to the online survey. The remainder, the ‘disenchanted’ or disengaged made up 46.4% of respondents.
|Item Type:||Thesis (Undergraduate)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management > Employee Engagement
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management > Motivation
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management
|Divisions:||School of Business > BA (Honours) in Human Resource Management|
|Depositing User:||SINEAD CORCORAN|
|Date Deposited:||11 Nov 2011 16:01|
|Last Modified:||27 Apr 2012 09:55|
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