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The relationship between engagement and performance

Employee engagement is related to each of the nine performance outcomes studied. Results indicate high generalizability, which means the correlations were consistent across different organizations. The true score correlation between employee engagement and composite performance is .48. Business/work units scoring in the top half on employee engagement essentially double their odds of success in comparison to those in the bottom half. Those at the 99th percentile have nearly five times the success rate as those at the 1st percentile. Median differences between top-quartile and bottom-quartile units were: 12% in customer ratings, 16% in profitability, 18% in productivity, 25% in turnover (high-turnover organizations), 49% in turnover (low-turnover organizations), 49% in safety incidents, 27% in shrinkage, 37% in absenteeism, 41% in patient safety incidents, and 60% in quality (defects).

The relationship between engagement and performance at the business/work unit level is substantial and highly generalizable across organizations. Employee engagement is related to each of nine different performance outcomes. This means that practitioners can apply the Q12 measure in a variety of situations with confidence that the measure captures important performance-related information.

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