To read the full version of this content please select one of the options below:

Employee engagement in the UK: meeting the challenge in the public sector

Kate Pritchard (Head of Employee Research, ORC International, London, UK)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 3 October 2008

Downloads
8277

Abstract

Purpose

The paper draws from the ORC Putting it in Perspective Report, which annually presents the findings of employee research projects from a vast benchmarking database. This provides an insight into the key factors that influence employee engagement, with comparisons across different sectors.

Design/methodology/approach

The paper describes some of the key findings from the 2007 Putting it in Perspective Report and offers suggestions as to how employee engagement can be improved.

Findings

The key finding of the paper is that while employee engagement is stable in the UK overall, organizational pride and satisfaction levels are markedly lower in public sector organizations. Similarly employee loyalty in this sector is low, highlighting that there is work to be done for managers within this sector. Furthermore, the report has shown that engagement takes a hit across all sectors during times of change.

Practical implications

A well‐crafted employee engagement survey enables an understanding of current levels of engagement. To improve employee engagement levels, and help combat the challenges of change management, the principles of say, stay and strive can act as a basis for assessing the level of employee engagement, whether through surveys or other means. Another key element for organizations to bear in mind is the “Employee Lifecycle”, which can be a useful tool for understanding the workforce.

Originality/value

This paper provides an insight into the key factors that influence employee engagement, with comparisons across different sectors.

Keywords

Citation

Pritchard, K. (2008), "Employee engagement in the UK: meeting the challenge in the public sector", Development and Learning in Organizations, Vol. 22 No. 6, pp. 15-17. https://doi.org/10.1108/14777280810910302

Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited