Professional Documents
Culture Documents
Acknowledgements
Contents
Introduction 4
What is engagement?
Engagement vs well-being?
Methodology 10
Results: framework of competencies for managing for sustainable employee engagement 11
Discussion and conclusions
15
17
17
18
18
Future research
19
References 20
Introduction
What is engagement?
work (acting).
objectives (acting).
satisfied in both their life and job and have better mental
and physical health (Schaufeli and Salanova 2007). This
Absence survey.
Engagement vs well-being?
Engagement
Least contribution
from employees
Well-being
monitoring direction.
manageremployee relationship.
in Table 1.
Theme
Management competency
Description
Supporting
employee growth
Autonomy and
empowerment
Development
Individual interest
Availability
Personal manner
Ethics
Clarifying expectations
Interpersonal style
and integrity
Monitoring
direction
Competency
Sub-competency
Integrity
Being respectful and honest to employees
Managing emotions
Behaving consistently and calmly around the team
Considerate approach
Being thoughtful in managing others and delegating
Managing conflict
Dealing with conflicts decisively, promptly and objectively
Use of organisational resources
Seeking advice when necessary from managers, HR and occupational
health
Taking responsibility for resolving issues
Having a supportive and responsible approach to issues and incidents in
the team
Methodology
Figure 2: Flow diagram summarising the processes involved in creating the managing for sustainable engagement framework
Competency
Brief description
Supporting development
Table 4: The full Managing for sustainable employee engagement framework/questionnaire showing the origins of
the items
Focuses on mistakes
Shows favouritism
10
11
12
Is unpredictable in mood
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
30
31
32
33
34
35
36
37
38
39
40
Is indecisive at decision-making
Table 4: Management competencies for preventing and reducing stress at work (continued)
42
43
44
45
Brings in treats
46
47
48
49
50
51
52
53
54
sustainable engagement.
Figure 3: Relationship between Managing for sustainable employee engagement, MCPARS and Managing engagement frameworks
Managing
engagement
Interpersonal
style and integrity
(individual interest,
availability, personal
manner, ethics)
Monitoring direction
(reviewing and
guiding, clarifying
expectations,
managing time and
resources, following
processes and
procedures)
Supporting
employee growth
(autonomy and
empowerment,
development,
feedback, praise and
recognition)
Managing for
sustainable employee
engagement
Building and
sustaining
relationships
MCPARS
(Management competencies
for preventing and reducing
stress at work)
Respectful and
responsible:
managing emotions
and having integrity
Managing the
individual within
the team
Knowledge, clarity
and guidance
Managing and
communicating
existing and
future work
Supporting
development
Handling conflict
and problems
Reasoning/
managing difficult
situations
supporting development.
engaged manner.
engagement framework.
References
subjects/empreltns/general/_creating_engaged_
Development.
Executive.
pp14753.
of supervisor behaviour to employee psychological wellbeing. Work and Stress. Vol 18. pp25566.
of a kind or three different kinds of employee wellbeing. Applied Psychology: An International Review.
pp32436.
http://www.towerswatson.com/assets/ap/pdf/7825/
TowersWatson-GWS-Australia-AtaGlance.pdf
pp32048.
pp25470.
pp90114.
Executive.
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