In 2003 a study by the Bath University School of Management (Purcell, 2003) looked at the relationship between organisational performance and how people are managed. It showed that, while senior leaders and HR create company policy, it is line managers and team leaders who turn it into on-the-job practice. When organisations are looking for a competitive edge through engaging their people, the line manager’s influence is powerful.
The two most significant determinants of employee engagement are:
a) the work people do
b) the immediate environment in which they work (Gourlay et al, 2011).
The manager plays an instrumental role in both of these by allocating and shaping the work undertaken (even at executive level); and defining the nature of the local work environment by their behaviour, actions and example.
Research indicates just how pivotal the line manager is to business performance through their role in embedding desired practices within the organisation (Albrecht et al, 2015; Farndale et al, 2011; Gilbert et al, 2011). But good leadership is more than being approachable, willing to listen, providing guidance, giving support, or treating people with respect and dignity. It’s about driving performance.
The two most significant determinants of employee engagement are:
a) the work people do
b) the immediate environment in which they work (Gourlay et al, 2011).
The manager plays an instrumental role in both of these by allocating and shaping the work undertaken (even at executive level); and defining the nature of the local work environment by their behaviour, actions and example.
Research indicates just how pivotal the line manager is to business performance through their role in embedding desired practices within the organisation (Albrecht et al, 2015; Farndale et al, 2011; Gilbert et al, 2011). But good leadership is more than being approachable, willing to listen, providing guidance, giving support, or treating people with respect and dignity. It’s about driving performance.
Unfortunately it appears that this critical management population aren’t as effective in the more challenging aspects of driving performance and engagement: setting specific personal targets, conducting performance reviews, tackling underperformance or executing large-scale change (CIPD, 2014). This may be because team leaders don’t receive adequate training in these areas, are pressed by priorities which draw their attention away from their staff, aren’t measured for their efficacy as people managers, or just don’t understand how dramatically they impact staff engagement. And that’s something which senior leaders should be worried about.
For companies looking for business success then employee engagement is a key factor to examine. And if you want engaged employees it’s clear that managers and leaders at all levels need to perform at their best.
References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
CIPD (2014). Employee Outlook: Focus on managers. CIPD Publishing.
Farndale, E., Hope-Hailey, V., & Kelliher, C. (2011). High commitment performance management: the roles of justice and trust. Personnel Review,40(1), 5-23.
Gilbert, C., De Winne, S., & Sels, L. (2011). The influence of line managers and HR department on employees' affective commitment. The International Journal of Human Resource Management, 22(8), 1618-1637.
Gourlay, S., Alfes, K., Bull, E., Narendran, S., Petrov, G., Shantz, A. (2011). Locus of engagement Understanding what employees connect with at work. CIPD Research Insight.
Purcell, J. (2003). Understanding the people and performance link: unlocking the black box. CIPD Publishing.
For companies looking for business success then employee engagement is a key factor to examine. And if you want engaged employees it’s clear that managers and leaders at all levels need to perform at their best.
References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
CIPD (2014). Employee Outlook: Focus on managers. CIPD Publishing.
Farndale, E., Hope-Hailey, V., & Kelliher, C. (2011). High commitment performance management: the roles of justice and trust. Personnel Review,40(1), 5-23.
Gilbert, C., De Winne, S., & Sels, L. (2011). The influence of line managers and HR department on employees' affective commitment. The International Journal of Human Resource Management, 22(8), 1618-1637.
Gourlay, S., Alfes, K., Bull, E., Narendran, S., Petrov, G., Shantz, A. (2011). Locus of engagement Understanding what employees connect with at work. CIPD Research Insight.
Purcell, J. (2003). Understanding the people and performance link: unlocking the black box. CIPD Publishing.