The International Positive Psychology Association works to further the science of positive psychology across the globe and to ensure that the field continues to rest on this science; works for the effective and responsible application of positive...
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Scooped by
Jay Cross
onto Humanist Business |
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Jay Cross's insight:
Engaged employees are involved, enthusiastic, and further their organization’s interests. Survey research finds that the majority of employees are disconnected or disengaged from their work. Disengagement leads to poor performance and lower productivity while employee engagement leads to higher performance and productivity. A 3-year analysis of employee engagement by Crabb (2011) found that one of the primary drivers of employee engagement in organizations is the deployment of character strengths. Crabb refers to the practice asfocusing strengths and explains that the key strategies for employers are to assess employee strengths, have a conversation with the employee regarding their agreement or disagreement with the findings, find ways for the employee to use their strengths in the organization, and create ongoing support in the organization. Employers are encouraged to ask the question: "What opportunities are there within the employee’s job and the organization to foster his or her character strengths further?"
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Engaged employees are involved, enthusiastic, and further their organization’s interests. Survey research finds that the majority of employees are disconnected or disengaged from their work. Disengagement leads to poor performance and lower productivity while employee engagement leads to higher performance and productivity. A 3-year analysis of employee engagement by Crabb (2011) found that one of the primary drivers of employee engagement in organizations is the deployment of character strengths. Crabb refers to the practice asfocusing strengths and explains that the key strategies for employers are to assess employee strengths, have a conversation with the employee regarding their agreement or disagreement with the findings, find ways for the employee to use their strengths in the organization, and create ongoing support in the organization. Employers are encouraged to ask the question: "What opportunities are there within the employee’s job and the organization to foster his or her character strengths further?"
Engaged employees are involved, enthusiastic, and further their organization’s interests. Survey research finds that the majority of employees are disconnected or disengaged from their work. Disengagement leads to poor performance and lower productivity while employee engagement leads to higher performance and productivity. A 3-year analysis of employee engagement by Crabb (2011) found that one of the primary drivers of employee engagement in organizations is the deployment of character strengths. Crabb refers to the practice asfocusing strengths and explains that the key strategies for employers are to assess employee strengths, have a conversation with the employee regarding their agreement or disagreement with the findings, find ways for the employee to use their strengths in the organization, and create ongoing support in the organization. Employers are encouraged to ask the question: "What opportunities are there within the employee’s job and the organization to foster his or her character strengths further?"