The Employee Engagement Process Intervention Method

I selected to discuss the employee engagement process intervention method. According to Kahn (1990), employee engagement is when organizational members utilize their emotional, cognitive, and physical means in order to perform their duties (as cited in Xu & Thomas, 2011). The purpose of using the employee engagement process intervention method is to convert the culture in management from one that is traditional to one that has shared responsibilities, collaborative, and team focused (Holman, Devane, & Cady, 2007). Furthermore, the purpose of this intervention method is to achieve an environment with open communication, and individual accountability of the culture (Holman et al., 2007). Holman et al. (2007) states that the process starts with prepping organizational leaders for the planning sessions and work groups to be experienced later in the process. They report that the reason for doing this is to eliminate any resistance from the leaders in response to the open communication and feedback of employees. The next stage in the process is for the leaders and organizational members to complete the McCormick Employee Engagement Inventory (MEEI).

The MEEI is an instrument which consists of 35 questions covering seven scales that measure overall employee engagement. It does this by evaluating the organization’s

The second approach by Khan (1990, 1992) states that for effective engagement members need to feel like the work that they do is effective (as cited in Xu & Thomas, 2011). Additionally, members must know what their role is within the organization (Holman et al., 2007). Having the resources available, role clarity, and confidence encourages the increase of productivity and collaboration that the employee engagement process is based