Managers in the Digital Age Need to Stay Human – Harvard Business Review
The first step in claiming our humanity is creating workplaces that optimize human engagement. Creating these workplaces starts with leading people differently. Here are four observations about managing engagement in the digital age.
- Managing engagement requires new leadership skills.
- Managing engagement starts on the front lines.
- Managing engagement is personal.
- Managing engagement is about everyone.
Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis – Health Services and Delivery Research
Evaluates evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement. However the synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.Additional Items