Aims to help leaders maximise the engagement of their people in nations and organisations

What is it about?

This book aims to help leaders maximise the engagement of employees and citizens by exploring the impact of a process of active enthusiasm (PACE). Engagement of employees has long been recognised as a key factor for organisational and national success. Yet, worldwide, engagement levels languish at only 25%. Providing a practical model, developed from in-depth global research, the authors show that engagement is continuous and cannot be assessed by annual surveys. Instead it demonstrates that it is specific to individuals and will only increase if employee perceptions are improved. Readers will discover how the PACE process model can be used to maximise employee engagement through the modification of primary causal factors, and consequently generate direct outputs such as increased productivity and reduced absenteeism. Transforming Engagement and Wellbeing provides an invaluable set of tools to help leaders enthuse their people and to improve individuals’ optimism and propensity for engagement, making it essential reading for academics interested in human resource management, as well as managers, leaders and policy-makers.

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Why is it important?

“Scott-Jackson and Mayo have created a tour de force on engagement. Their PACE model brilliantly captures the broad disciplines shaping engagement and their synthesis of these ideas offers clear distinctions that lead to specific and usable actions. Their work is the finest distillation and extension of the engagement literatures. Bravo!” (Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, Partner, The RBL Group) “Transforming engagement, happiness and well-being makes the HR case that engaging employees in creating a healthier and happier workplace can deliver to the bottom-line. This is an excellent book on how a happier workforce can help solve the productivity puzzle: a must-read for those interested in the well-being agenda.” (Professor Sir Cary Cooper, ALLIANCE Manchester Business School, University of Manchester, UK)