Highly engaged employees think, feel, and act in ways that reflect greater levels of commitment to the company.  They contribute the full extent of their knowledge, skills and abilities to help an organization succeed – encouraging others to do so as well.

They identify with the company’s values, mission, and products, and establish a real connection to the work they do, along with a sense of pride in doing it well.

We have found in our 40 years of research cognitive, affective, and behavioral components to engagement:

  • Intellectually Engaged employees are constantly improving the company with new and creative ideas and innovations while maintaining a generally positive view of both the company itself, and their relationship with it.
  • Emotionally Engaged employees are proud, passionate and enthusiastic about the company.
  • Behaviorally Engaged employees are willing to go above and beyond for the company, their customers, and their team members while advocating on behalf of company and remaining loyal.

Based on our findings, described in detail in our book The Enthusiastic Employee, we have developed our distinctive model of Employee Engagement:  Sirota’s Three Factor Model. Our research suggests that engagement is achieved through the satisfaction of three primary engagement factors.

  • Achievement – To take pride in one’s accomplishments by doing things that matter and doing them well, to receive recognition for one’s accomplishments, and to take pride in the organization’s accomplishments.
  • Camaraderie – Having warm, interesting, and cooperative relations with others in the workplace; achieving a sense of community, belonging, and collegiality.
  • Equity – Being treated justly in relation to the basic conditions of employment with respect to others in the organization as well as minimum personal/societal standards.

 Sirota’s Three-Factor Model of Engagement

Sirota's Three Factor Model

 

Unlocking the Full Potential in Every Employee

Through our own extensive research, and linkage work with clients, we know that when these three needs are met, employees reach a state of high engagement, as distinguished from mere satisfaction, indifference, or anger (anger is a negative, energized, motivated state).  Evidence shows that highly engaged employees tend to:

  • Routinely produce significantly more than the job requires, often working all kinds of hours to get things done and done right
  • Volunteer for difficult assignments
  • Search for ways to improve things rather than just reacting to management’s requests or to crises
  • Motivate co-workers to high levels of performance and seek ways to help them
  • Welcome, rather than resist, needed change
  • Conduct transactions with external constituencies – such as customers – in ways that bring great credit (and business) to the company

With this profound understanding of engagement we work with each client to develop a survey solution that is grounded in science and designed to unlock the full potential in their employees.