This chapter aims a) to provide a review of the main ways in which employee engagement has been measured; b) to give insight into issues that may occur when designing and implementing such measures; and c) to consider implications in regards to presenting and interpreting engagement scores. Whilst covering academic material, this chapter is designed with the practitioner in mind. Two short case studies illustrating how employee engagement can be measured and evaluated in practice are described at the end of this chapter.
|Title of host publication||Employee Engagement in Theory and Practice|
|Editors||C. Truss, K. Alfes, R. Delbridge, A. Shantz, E. Soane|
|Place of Publication||London, UK|
|Number of pages||18|
|Publication status||Published - 1 Jan 2014|
Fletcher, L., & Robinson, D. (2014). Measuring and understanding engagement. In C. Truss, K. Alfes, R. Delbridge, A. Shantz, & E. Soane (Eds.), Employee Engagement in Theory and Practice (pp. 273-290). Routledge.