Employees who have good quality jobs and are managed well, will not only be happier, healthier and more fulfilled, but are also more likely to drive productivity, better products or services, and innovation. This mutual gains view of motivation and people management lies at the heart of employee engagement.

This factsheet examines the nature of employee engagement, its relationship to motivation, well-being and other aspects of working life, and how employers can increase it. It provides advice on how to build a motivated, engaged workforce by understanding the principles learnt from research, ways of measuring engagement, harnessing the support of senior leaders and line managers, and making employee engagement efforts organisation-specific.

CIPD viewpoint

What is employee engagement?

What are the benefits of employee engagement?

How to build an engaged and motivated workforce

Measuring and understanding employee engagement

Useful contacts and further reading

This factsheet was last updated by Jonny Gifford with contributions from Ramya Yarlagadda.

Jonny Gifford

Jonny Gifford: Organisational Behaviour Adviser

Jonny is the CIPD’s Senior Research Adviser for Organisational Behaviour. He has had a varied career in researching employment and people management issues, working at the Institute for Employment Studies and Roffey Park Institute before joining the CIPD in 2012. A central focus in his work is applying behavioural science insights to core aspects of people management. Recently he has led programmes of work doing this in the areas of recruitment, reward and performance management. 

Jonny is also committed to helping HR practitioners make better use of evidence to make better decisions. He runs the CIPD Applied Research Conference, which exists to strengthen links between academic research and HR practice. 


Ramya Yarlagadda

Ramya Yarlagadda: Research Adviser

Ramya joined the CIPD in 2016 as a Research Adviser. Her interests are in the areas of equality, diversity and inclusion, employee voice and leadership behaviours. She has published research investigating the links between diversity and inclusion and employee voice, purposeful leadership behaviours and voice. She is currently investigating the intersectionality of human-technology interaction and how it could deliver best possible outcomes for people, organizations, societies and economies. She is also managing a project looking at factors influencing workplace inequalities.

Ramya has a Master’s degree in Management and HR from the London School of Economics and Political Science (LSE).


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