Table of Contents

Handbook of Employee Engagement

Handbook of Employee Engagement

Perspectives, Issues, Research and Practice

New Horizons in Management series

Edited by Simon L. Albrecht

The Handbook presents comprehensive and global perspectives to help researchers and practitioners identify, understand, evaluate and apply the key theories, models, measures and interventions associated with employee engagement. It provides many new insights, practical applications and areas for future research. It will serve as an important platform for ongoing research and practice on employee engagement.

Chapter 15: Key Driver Analyses: Current Trends, Problems, and Alternative Approaches

Charles A. Scherbaum, Dan J. Putka, Loren J. Naidoo and David Youssefnia

Subjects: business and management, human resource management, organisational behaviour

Extract

Charles A. Scherbaum, Dan J. Putka, Loren J. Naidoo and David Youssefnia Introduction Managers and organizational leaders are interested in understanding the factors in their organizations that can produce high levels of employee engagement (Macey et al., 2009). At the core of their interest are two questions: 1. 2. What are the most important organizational factors in predicting engagement? Where should the organization focus its resources and take action to improve engagement? Answers to the first question can be informed by theory and prior research regarding determinants of employee engagement (for example, ibid.), an empirical analysis of engagement data from an organization, and the nuances of the organization. Answers to the second question also draw on this information, but also reflect practical considerations (for example, feasibility of various actions for improving engagement). Although nonempirical factors are important to consider, this chapter focuses on empirical approaches for addressing these questions. The term “key driver analysis” refers to a set of statistical approaches to identifying important predictors of employee engagement. These analyses provide leaders an empirical basis for making decisions and taking action on the most important factors for influencing employee engagement. Unfortunately, the statistical techniques commonly used for key driver analyses can be problematic. The common approaches (a) use key driver selection strategies that have been heavily criticized in the scientific literature, (b) often ignore the multiply determined nature of employee engagement, (c) cannot rank key drivers on their relative importance for predicting engagement, and (d) fail to capitalize on modern...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information