Understanding the Value of Engagement: Building Belief in Performance

Shashi Balain and Paul Sparrow

Chapter Chapter 9 in Leading HR, 2010, pp 162-188 from Palgrave Macmillan

Abstract: Abstract CHAPTER 1 argued that the complexities of business model change often involve a change in “mindset” or an employee’s “mental model” of exactly what the organization’s business model is. There is an essential process of communication and involvement of the workforce in which the human resource (HR) Director plays a leading role, attempting to create this mental mobility in the attitudes held by the workforce. This becomes especially true when, as argued in Chapter 4, there are likely to be relatively few people — especially at the outset of a change — who have really grasped the nature of the change and have made the “mental” shift to a new model.

Keywords: Customer Satisfaction; Organizational Performance; Perceive Organizational Support; Employee Satisfaction; Human Resource Practice (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-28134-9_9

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DOI: 10.1007/978-0-230-28134-9_9

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