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Content available
Article
Publication date: 18 April 2008

Kate Pritchard

61

Abstract

Details

Strategic HR Review, vol. 7 no. 3
Type: Research Article
ISSN: 1475-4398

Content available
Article
Publication date: 22 February 2008

Kate Pritchard

1238

Abstract

Details

Strategic HR Review, vol. 7 no. 2
Type: Research Article
ISSN: 1475-4398

Content available
161

Abstract

Details

Strategic HR Review, vol. 7 no. 6
Type: Research Article
ISSN: 1475-4398

Content available
Article
Publication date: 1 January 2010

Kate Pritchard

144

Abstract

Details

Strategic HR Review, vol. 9 no. 1
Type: Research Article
ISSN: 1475-4398

Content available
Article
Publication date: 12 October 2012

Kate Pritchard

119

Abstract

Details

Strategic HR Review, vol. 11 no. 6
Type: Research Article
ISSN: 1475-4398

Article
Publication date: 3 October 2008

Kate Pritchard

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…

9575

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.

Details

Development and Learning in Organizations: An International Journal, vol. 22 no. 6
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 4 February 2014

Kate Pritchard

This feature seeks to demonstrate the importance of organizations understanding how they are perceived externally as an employer, and how regularly tracking the opinions of staff…

3568

Abstract

Purpose

This feature seeks to demonstrate the importance of organizations understanding how they are perceived externally as an employer, and how regularly tracking the opinions of staff can ensure the best talent are engaged and stay with an organization.

Design/methodology/approach

ORC International is an expert in employee engagement research. This article incorporates findings from its global HR survey “HR Reflections”, and includes two case studies that demonstrate how regular tracking and deep analysis of staff opinions can help organizations to boost their employer brand and retain their best talent.

Findings

Advanced analysis of employee surveys can predict how employees are feeling to help organizations retain their most valuable staff.

Practical implications

This is a practical paper designed to give ideas and good practice to readers facing similar situations.

Originality/value

The paper combines findings from a global survey with case study content to help employers to understand how to improve engagement and retention of staff through effective use of regular employee surveys.

Details

Strategic HR Review, vol. 13 no. 2
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 25 November 2013

Kate Pritchard and Eddie Bloomfield

– The purpose of this paper is to discuss the importance of engaging leadership and specifically demonstrate the benefits of adopting an engaging style during times of change.

1568

Abstract

Purpose

The purpose of this paper is to discuss the importance of engaging leadership and specifically demonstrate the benefits of adopting an engaging style during times of change.

Design/methodology/approach

ORC International is an expert in employee engagement research. This article incorporates findings from its external benchmarking database – Perspectives – and includes a case study detailing how a client managed significant organizational change through transformational leadership.

Findings

Communication, trust and teamwork are at the heart of engaging leadership.

Practical implications

This is a practical paper designed to give ideas and good practice to readers facing similar situations.

Originality/value

The paper combines benchmarking research with case study content to give a realistic view of engagement based on real results.

Details

Strategic HR Review, vol. 13 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

Content available
Article
Publication date: 8 July 2014

Freelance Writer

124

Abstract

Details

Human Resource Management International Digest, vol. 22 no. 5
Type: Research Article
ISSN: 0967-0734

Content available
Article
Publication date: 4 February 2014

Sara Nolan

685

Abstract

Details

Strategic HR Review, vol. 13 no. 2
Type: Research Article
ISSN: 1475-4398

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