Engaging employees: three critical roles for managers
| DOI | https://doi.org/10.1108/SHR-03-2017-0018 |
| Pages | 107-111 |
| Date | 12 June 2017 |
| Published date | 12 June 2017 |
| Author | Elissa Tucker |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Engaging employees: three critical roles
for managers
Elissa Tucker
Elissa Tucker is Research
Program Manager at
Human Capital
Management, Research
Department, APQC,
Houston, Texas, USA.
Abstract
Purpose –The purpose of this research paper is to detail the roles that managers can play in engaging
their direct reports.
Design/methodology/approach –APQC conducted an online survey of 252 participants –
representing different generations, job levels and organizations of varying sizes and industries – about
people challenges at work (i.e. instances where the action or inaction of other employees makes it more
challenging for an individual to achieve his/her work goals).
Findings –Nearly all workers experience people challenges, which increase stress, reduce
productivity and diminish job satisfaction. The top people challenges at work are change resistance,
skills gaps and inadequate direction and information. People managers are best positioned to alleviate
these challenges so that workers may have a more engaging and productive experience.
Originality/value –Employee engagement is a multiple-stakeholder process involving HR, leaders,
managers and employees. This paper sheds light on the role of the manager in engaging employees.
Whereas it is commonplace to acknowledge that managers are important to employee engagement,
this paper actually spells out the specific actions managers can take to remove barriers to employee
engagement.
Keywords Change management, Management, Engagement, Communication, Skills gaps
Paper type Research paper
When seeking to increase employee engagement, an organization may be tempted
to focus on employee perks. On-site spas, catered lunches and paid house
cleaning services can be adopted with relative speed and ease. Employees enjoy
receiving perks like these, but this appreciation does not translate into enduring employee
engagement. With the effects of perks often fleeting and expensive, the organization would
be better served by focusing on practical approaches that address the persistent drains on
employee satisfaction.
During its 2016 People Challenges at Work study, APQC conducted a survey to investigate
the challenges workers encounter. A recurring response is that people challenges, i.e.
instances where other employees make it more challenging for a worker to achieve their
goal, are undermining employee satisfaction. Respondents described challenges with the
people they manage, challenges with people who manage them and the effect these
challenges have on work outcomes.
For these challenges, APQC found that people managers are often an untapped resource.
They are well-suited to address workplace challenges and present an affordable, practical
and enduring approach to engage employees. With 252 respondents representing
different generations, job levels and organizations of varying sizes and industries, the
survey results reveal three unofficial roles that managers can integrate into their daily
routine to address the most prevalent workplace challenges and break down barriers to
satisfying work experiences.
DOI 10.1108/SHR-03-2017-0018 VOL. 16 NO. 3 2017, pp. 107-111, © Emerald Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 107
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