Relationship Between Engagement and Employee Performance of Project-oriented Companies

This study was conducted to determine the relationship between engagement and employee performance on the example of consulting company Ernst & Young. The McLean & Company methodology was chosen as a reference, which allows you to deeply assess the level of employee engagement and identify factors affecting it. The difference of this study from many works on the topic of engagement is that the dimension of engagement is built mainly on a managerial approach. This is characterized by such questions as: “I often linger on my own initiative in order to improve the results of my work,” “I regularly offer help to colleagues.” These questions indicate that the employee involved is a person who not only demonstrates excess behavior, but also does it regularly. According to the results of the analysis, it was revealed that there is a direct positive relationship between these variables, and, to a greater extent, it is influenced by the “engagement in work” construct. The involvement of the employee in the organization has no connection with the performance. Company loyalty and commitment are important factors, but they do not encourage employees to show superfluous behavior day-to-day. The key objective of this study was to focus on the managerial construct of engagement, to determine the factors and constructs of engagement that allow you to get employees who are ready to exceed the current tasks and go beyond the scope of official duties from day to day. This study showed that these factors are what tasks an employee performs, how much these tasks contribute to his professional development, whether he sees them as a value for himself and for further development as a professional. Focusing on these factors will allow you to get the most from employees with high intellectual potential. In the course of the work, a number of practical recommendations were also developed, addressed to HR managers and middle and senior managers of consulting companies: 1. Most engagement studies are conducted without a predetermined goal, which makes questionnaires cumbersome and concrete actions impossible. When deciding on the subject of the research, it is necessary to ask the research question "What measures would be taken if the item we include in the survey had already received poor results." If it is impossible to produce concrete measures, it means that what is really important in this company is not being investigated. 2. Engagement questionnaires often take considerable time to complete. At the same time, employees do not see results for the time they spent to provide feedback. You must report all changes that are made in the company. At meetings, by email. Employees must clearly understand that their opinions and feedback have been heard and are willing to work with it. 3. Questionnaires of engagement should not be the only method of collecting feedback and assessing the internal climate in the organization, especially if there are no changes after their implementation. Employees should be encouraged for suggestions to solve problems as they arise and ask managers to do the same. It is necessary to propose questions for discussion at general meetings, encourage open discussions at team meetings and ask specific questions (“Which two changes will help you make your work better?”). Wherever the feedback comes from, the goal is to associate an action with its source.