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Ten Laws of Employee Engagement – Law #4

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EMPLOYEE SATISFACTION HAS NOTHING TO DO WITH EMPLOYEE ENGAGEMENT

That is not to say we are not interested in having higher levels of employee satisfaction. In fact, that is one of the most vital outcomes of increased workplace engagement. The problem is that so-called employee satisfaction is not a driver of engagement. You could have an entire office of highly “satisfied” employees, ecstatic over the fact that they are paid so much to do so little. Research has demonstrated that salary and benefits are not linked to productivity. The reality is that employees view salary and benefits as entitlements, not as inducements or motivators to release new levels of discretionary effort.

Increases in salary are often seen as a “catch-up effort” to what should have been paid months or even years earlier. Many of the employee engagement assessment tools commonly used today are heavily weighted toward satisfaction factors – implying that employer efforts to increase them will deliver business value. Sadly, this not the case.

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After several years of administering an employee satisfaction survey, our company decided to partner with Engagient to measure employee engagement, which are two very different dynamics. Engagient’s processes are clear, direct, thorough and highly effective in gaining insight into how engaged our employees were, at every level.

The high degree of professionalism exhibited by Engagient’s consultants and their depth of knowledge and understanding of employee engagement is unsurpassed. As a result of our employee engagement survey, we have begun taking measures to re-engage our employees at every level of the organization.

--Claudia H. Snyder, Director of Human Resources
Thomco Insurance
 
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