nbsp; Alternative definitions of ‘engagement’; contrast with other similar concepts such as ‘involvement’, ‘commitment’ and ‘participation’; behaviours and evidential signs for engagement, for example organisational citizenship and discretionary behaviour; engagement, non-engagement and disengagement; the psychological contract; case study applications.
nbsp; Employee engagement in context; changes in employee expectations; the dysfunctional consequences of instrumentalism, task simplification and scientific management; engagement practices: their significance for the HR infrastructure and the pursuit of HR differentiation; case study applications.
nbsp; Reiteration of the principles for high-performance working; employee engagement as a common element; elements of ‘world-class’ service/corporate performance; the alignment of cultural, strategic and operational practices to stimulate engagement; case study applications.
nbsp; Critical review of the research, experiential and anecdotal evidence linking employee engagement with organisational behaviour and outcomes; problems with identifying cause–effect relationships; disentangling the reality from the rhetoric; case study applications.
nbsp; Employee engagement pursued as a strategic imperative; implications for every thread of HR strategy and practice: HR planning, resourcing, learning and development, performance management, and reward, recognition and review; links to employer ‘branding’, self-managed learning and other mechanisms for advancing a culture of mutuality; the future of the psychological contract in conditions of continued uncertainty, rapid technological change, escalating customer aspirations and globalisation; methods for gaining support and overcoming resistance to change; case study applications (for example in students’ own organisations).
Alternative methods for measuring levels of employee engagement; the Gallup Q12 instrument; balancing the desire for scientific integrity with ‘political’ sensitivities and priorities in the real world; creating project plans for enhancing/retrieving levels of employee engagement; case study applications (for example, any organisation that appears to have lost its ‘excellence’ status).