This book is the culmination of a set of ideas that has been emerged across a decade of teaching, consulting, and research. The preface provides an overview of the path that was taken to develop the model that was tested in the research described in this book. The journey that has led to this book includes hundreds of class sessions, consulting projects with international companies and local not-for-profits, as well as several empirical research designs. But the primary catalyst for all of this work can really be traced to a simple request from a graduate student to "tell us what works." Answering that question is at the heart of this book. In a time where leaders are becoming increasing frustrated with engagement measures that don't provide actionable recommendations, this book provides an evidence-based description of "stuff that works."This books represents a significant marker on a journey that began about 15 years ago. The catalyst for embarking on this journey was a question asked by one of my MBA students at the University of Dallas. We were nearing the end of semester when Phil made this request: "J. Lee, you've worked in and with lots of organizations, done lots of research, and have been teaching this stuff for a while. Based on all of your experience and research, tell us what works."Now, I need to put Phil's request in context. The course he was taking was one of my favorite courses. But this particular section was the worst class I have had in my 30 years of teaching. It was a small class of about 17 or so . . . which is usually a good number for the kind of interactive classes I like to teach. And I was teaching one of my favorite subjectsorganizational behavior. But, many of these students were employed at a local v
Purpose Accounting work is characterized by high job demands and tight deadlines. With less task variety, accounting work is susceptible to employee disengagement. This paper aims to examine the role of enhanced performance management practices as intervention mechanism to the disengagement among accountants. Design/methodology/approach A total of 105 accountants participated in an online survey, answering self and social reports. Hypotheses were tested using regression analyses. Findings Enhanced performance management practices promote engagement among accountants. In turn, engagement promotes job satisfaction and affective commitment among accountants. Research limitations/implications Further studies are necessary to test the study’s findings. Future research should focus on replicating this study in other settings. Practical implications Performance planning and implementation are critical to enhancing accountants’ work attitudes and behaviors. Originality/value The accounting literature has consistently addressed negative accounting work outcomes from the perspective of burnout (a negative approach). This paper addresses the issue from the perspective of engagement (a positive approach).
For more than a decade, low levels of employee engagement have consistently been reported by the press and consultant community. A recurring chorus has emerged from this pattern of reporting: not only are less than 30% of employees fully engaged in their work, but this statistic is even lower among the fastest growing segment of the workforce – Millennials. But is the engagement level of Millennials really as low as reported? Are Millennials more likely to be actively disengaged than their older coworkers? This chapter takes a fresh look at these questions. A series of field studies were conducted to determine if there are indeed large differences in the level of engagement between the generations. The research conclusions in this chapter are at odds with the often-cited reports of low employee engagement. The reason for this variance is discussed and actionable solutions for facilitating high levels of employee engagement across a generation-diverse workforce are offered.
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