Developing and Validating a Global Model of Employee Engagement

Most organizations today conducting employee surveys refer to their programs as “engagement surveys,” or they measure employee engagement as one of their survey topics. We estimate 90 percent of our current global survey clients conduct employee engagement surveys. As others note (Macey & Schneider, 2008; Wefald & Downey, 2009), employee engagement, while a relatively new construct, has grown in popularity and acceptance, in large part because organizations believe they can leverage employee engagement for positive organizational outcomes, such as higher employee retention, greater customer satisfaction and improved financial performance (Harter et al., 2002).