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Tag Archives: Employee engagement

by Mike Rose

A high school senior, Carlos is already a promising carpenter. He is volunteering at a Habitat for Humanity site, assembling the frames for the bedroom walls, the boards for one frame laid out neatly in front of him. He measures the distance between them. Measures again. Then he drives one nail, then another, stopping occasionally to check with his eye or a framing square the trueness of the frame. I ask Carlos about this precision. He says that when the frame is finished, “I know it’s going to be straight and well done.” He pauses and adds: “That’s the way I am.”

In the midst of this campaign season’s speeches about the economy and job creation, we should stop and think about the personal meaning of work and whether we are providing enough opportunities for young people to discover that meaning for themselves. This is especially true for the many members of the younger generation who are planning to enter the workforce right out of high school or after attending community college.

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It’s an old question, really, but an important one — are managerial practices and work design responsible for the behavior of employees? Or does worker engagement and behavior come down to individual personalities, with responsibility thus resting primarily with workers? And what are the impacts on a firm’s financial success?

These questions received newfound attention with the publication of a study conducted by the Gallup organization, based on deceptively interesting survey data. Interesting, because they mirror critical concepts we sociologists of work use in our research. Deceptive, because the report stands as a textbook example of the kind of shallow reasoning that results when analysts proceed without concepts such as power, organizational design, and the normative climate fostered by management.

The report, titled “State of the American Workplace:  Employee Engagement Insights for U.S. Business Leaders ” uses data collected from individuals and their employers to show that a variety of factors that Gallup terms “employee engagement” enhance productivity, profitability and customer ratings while reducing accidents, theft, absenteeism, turnover and defects.

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