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Employee Engagement
Advancing Organizational Sustainability
Zeitschriftenausgabe (-> Ref.Nr):
Journal of Sustainability Education
Experiential Education, Part Two.
Abstract: Engaging employees in social and environmental sustainability initiatives ″…can improve a business′ bottom line and help it reach its sustainability goals″ (NEEF, 2011, p. 14). While some organizations may have sensed this years ago, most are only recently acknowledging how critical employee engagement is to their ultimate success. Presumably, this realization is partially due to findings that between 92% (Dunn, 2007) and 96% (Johnson Controls, 2010) of ″Millennials″ want to work for environmentally conscious organizations; they are highly concerned about the environment and expect their employers to become more sustainable. Additionally, Gallup (2009) discovered employee engagement to be the ″leading indicator of financial performance″ and Hewitt Associates (2010) found a strong correlation between employee engagement and environmentally and socially responsible organizations – the former garnering considerable attention in the corporate sector. Logically, this has led to many organizations both trying to weave social and environmental values and practices into their daily operations and hiring people with experience that will speak to this trend (e.g., sustainability knowledge and experience). This has put engaging employees at the forefront of Sustainability Directors′ priorities. However, because this is a relatively new pursuit, there is limited information on how to achieve this aim. As such, this article sets forth means of engaging employees in social and ecological sustainability initiatives with varying levels of experientiality (Gibbons & Hopkins, 1980) through the lens of a new model for employee engagement.
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