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Measuring and managing engagement in a cross‐cultural workforce: New insights for global companies
Author(s) -
Sanchez Paul,
McCauley Dan
Publication year - 2006
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20120
Subject(s) - workforce , multinational corporation , employee engagement , business , human resource management , work (physics) , set (abstract data type) , work engagement , human resources , core (optical fiber) , perception , global strategy , public relations , resource (disambiguation) , knowledge management , marketing , political science , management , economic growth , economics , psychology , computer science , engineering , mechanical engineering , telecommunications , computer network , finance , neuroscience , programming language
Should a company take a global or local approach to building engagement in its worldwide workforce? Research by Mercer Human Resource Consulting finds that country norms for drivers of engagement, as well as for other employee perceptions about their work and their employers, differ noticeably from region to region—and not in ways that might be expected. But a core set of drivers is emerging globally. This should help multinational companies distinguish between global and local engagement issues, design a manageable global engagement strategy and initiatives, and tailor implementation to meet the needs and preferences of the local workforce. © 2006 Wiley Periodicals, Inc.