Series Editor's Preface

Preface

Acknowledgments

1. Engaging Engagement

2. The "Feel and Look" of Employee Engagement

3. The Key to an Engaged Workforce: An Engagement Culture

4. Phase 1 of Creating and Executing an Engagement Campaign:
Diagnostics and the Engagement Survey

5. Phase 2 of Creating and Executing an Engagement Campaign:
Action Planning and Intervention

6. Burnout and Disengagement: The Dark Side of Engagement

7. Talking Points: Introducing or Rethinking Engagement in Your
Organization

Notes

Subject Index

Author and Name Index

.

"Macey and his colleagues provide a fascinating analysis of
engagement -- what it means, why it works, and, most importantly,
how to create and maintain an engaged workforce."

-Fritz Drasgow, University of Illinois at
Urbana-Champaign

"Employee Engagement walks us through the complexity of
this deceptively simple concept and makes concrete the process of
translating engagement into hard financial results."

-Peter Cappelli, The Wharton School, University of
Pennsylvania

"A hugely important topic, handled with just the right mix of
scholarly insight and practical experience. This book is a valuable
addition to the literature."

-Jeffery S. Schippmann, Balfour Beatty
Construction

"If you want to increase employee engagement to achieve your
organization's strategic objectives this is the book for you. It
deconstructs what engagement really means, explains what factors
shape it, shows how to diagnose your organization current state and
tell you what managerial levers you can use to increase it and
consequently raise organizational performance. This book is at once
scientifically sound and highly readable."

-Michael Beer, Harvard Business School

"No one knows more about Employee Engagement, in all its forms,
than do these authors. They give careful, useful and practical
advice on using employee opinion surveys to measure and increase
employee engagement! "

-Allen I. Kraut, Baruch College, C.U.N.Y.

William H. Macey is CEO of Valtera and has thirty years of
experience consulting with organizations to design and implement
survey research programs.

Benjamin Schneider is Senior Research Fellow at Valtera
and Professor Emeritus of the University of Maryland.

Karen M. Barbera is a Managing Principal at Valtera
Corporation, responsible for overseeing the practice group focused
on employee engagement surveys and organizational diagnostics.

Scott A. Young is a Managing Consultant at Valtera
Corporation, where he consults with the firm's organizational
survey clients on content development and measurement, reporting
and interpretation of results, research, and action planning.

Series Editor:

Steven G. Rogelberg, Ph.D., is Professor and Director
of Organizational Science, at the University of North Carolina
Charlotte. He is a prolific and nationally recognized scholar.
Besides his academic work, he founded and/or led three
successful talent management consulting
organizations/units.

W. H. Macey, CEO of Valtera, USA; B. Schneider, Senior Research Fellow at Valtera and Professor Emeritus of the University of Maryland, USA; K. M. Barbera, Managing Principal at Valtera Corporation, USA; S. A. Young, Managing Consultant at Valtera Corporation, USA