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Engagement Driven Strategic HRM

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Employee Engagement in Contemporary Organizations

Abstract

Excellence in people management is important because of its contribution to success during times of transformation and change. It is no surprise therefore to see its profile raised in the environment in which organisations currently operate; that is—powerful forces arising from the Fourth Industrial Revolution, volatility, uncertainty, complexity and ambiguity in the business environment and significant demographic change. Research showing notable variance in performance that could be explained by HRM practice dimensions reinforce the point. At its core, there is the belief that ‘employees who have good quality jobs and are managed well, will not only be happier, healthier and more fulfilled, but are also more likely to drive productivity, better products or services and innovation.’ This a ‘mutual gains’ point of view and lies at the heart of employee engagement. To achieve this will require engagement driven strategic HRM where people policies and practices that are aligned to the organisation’s goals and there is a clear line of sight between employee engagement and the achievement of organisational outcomes; and a strategic, ‘joined up’ approach to HRM as it relates to employee engagement—meaning that engagement actions and messages are consistent across the employee life cycle from recruitment through onboarding through training and development through performance management through career progression; embracing the whole of the employee experience.

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  1. Leeds Business School, Leeds Beckett University, Leeds, UK

    Paul Turner

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Turner, P. (2020). Engagement Driven Strategic HRM. In: Employee Engagement in Contemporary Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-36387-1_9

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