New value is created through:
- More capability and improved productivity (Axelrod et al., 2004),
- People aligned around a common purpose & people grasping issues (Axelrod, 2001),
- A recognition of peoples' issues & concerns (Axelrod, 2001).
- Engagement sparks creativity and produces ownership It also builds trust and creates common languages (Axelrod, 2001) and
- Better understanding (McCormick, 1999) in (Axelrod, 2001).
- Engagement increases commitment and gives a greater feeling of community {McCormick, 1999 #1256)
AXELROD, R. H. (2001) Why Change Management Needs Changing. Reflections, 2, 46-57.
AXELROD, R. H., AXELROD, E., BEEDON, J. & JACOBS, C. D. (2004) You don't have to do it alone: how to involve others to get things done, San Francisco, CA, Berrett-Koehler.
MCCORMICK, T. M. (1999) The impact of large-scale participative interventions on participants.
SAKS, A. M. (2006) Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21, 600-619.
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