دانلود کتاب تعهد شغلی – یک مقدمه عملی

Since the term ‘engagement’ was first coined by William Kahn, back in 1990, it’s steadily moved up the business agenda. Year on year there has been increasing interest in, and focus on, employee engagement from businesses. The term is now everyday parlance within the workplace. And despite the ongoing debates regarding the usefulness of a focus on employee engagement, recent research from the CIPD has recognized that the field, and practice, of employee engagement has made a positive contribution to progressive people management practice (Gifford and Young, 2021). However, despite this increased attention, we are still not seeing the improvements in employee engagement we would like or expect. A quick look at the many reports that monitor and track engagement across the globe show a mixed picture. In the early days of the Covid-19 pandemic, research from Peakon indicated global employee engagement scores increased by 2 per cent (Peakon, 2020). But research from Gallup (2021) indicated a decrease of 2 per cent from 2019 to 2020. At the time of writing the current picture was even more mixed, with wider variances by country and despite some modest gains in employee engagement, the picture on employee wellbeing and burnout was looking far less positive. Whatever the numbers tell us, we must do better, and one of the silver linings of the Covid-19 pandemic is that we now have the mandate to make this happen.