Benjamin Schneider, Ph.D. discusses workforce engagement: What it is, what drives it, and why it matters for organizational performance.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Benjamin Schneider (CEO) discusses how there is considerable debate about whether employee engagement in the work they do has long-term benefits for the companies in which they work.
Alec Levenson (CEO) and Alexis Fink (Intel) explain how employee engagement and performance are supposed to be closely related, and there is both empirical and conceptual support for a strong relationship.
In this webinar with Ben Schneider dove into employee engagement. Ben showed how company-level employee engagement—workforce engagement—gets reflected in future financial and customer satisfaction outcomes, discuss what drives engagement, and how a culture of engagement can get created in companies to produce important strategic consequences.
In this article Alec Levenson (CEO) takes an in-depth look at high performance, how it’s related to and different from engagement, and what leaders have to do to develop and sustain high performance.
Learn why service quality is important and takeaway tools for creating a service climate. Benjamin Schneider will present guidelines on what it takes to deliver outstanding service based on company examples and decades of research.
What Millennials Want from Work (Jennifer J. Deal and Alec Levenson (McGraw-Hill Education, 2016)) explains how to design talent, engagement, and retention strategies that will successfully attract, manage, develop, and retain the young workers companies need for sustainable growth.
This research group for leaders focused on improving employee engagement is a follow up to the Incentive Research Foundation technical report titled: Engaged in what? Creating connections to performance with rewards, recognition and roles.
George S. Benson (University of Texas) and Edward E. Lawler III (CEO) share that high-involvement management practices (defined as an integrated set of Human Resource and work design practices that are designed to give all employees the skills, information, power, and rewards to make decisions in the workplace) have generated enormous interest among researchers in many different disciplines and geographies.
Forty years ago, Edward E. Lawler III (CEO) wrote an article arguing that organizations could be more effective and provide a better quality of life for their employees if they would individualize their relationship with their employees.
George S. Benson (University of Texas) and Edward E. Lawler III (CEO) Employee involvement is an approach to work‐system design that emphasizes high levels of employee decision‐making authority.
Employee involvement (EI) as part of a set of high performance work system (HPWS) has successfully transformed a large number of organizations and become standard practice many new organizations today. George S. Benson (University of Texas at Arlington), Michael Kimmel (University of Texas at Arlington), and Edward E. Lawler III (CEO) review the recent research on EI and HPWS and suggest ways in which change research and theory can inform our understanding of why EI practices have fallen short of their potential.