Companies that want to avoid employee burnout need to look at different ways to reward and motivate their workers in order to build engagement, a new study from the Incentive Research Foundation says.
The IRF’s study, which used the Cleveland Clinic as a model of employee engagement, came to these conclusions:
- Companies need to recognize and reward employees for being innovators, team players and good organizational citizens and for continuously growing their skills. The study defined those attributes as “non-core” job roles separate from the employee’s specific job requirements.
- Engagement is no longer defined solely as “bringing one’s self to work” or being present in the job. Instead, it has evolved to a higher level centered on “going above and beyond for the company.”
- The continued pressure to achieve more with fewer resources is likely to undo employee engagement initiatives and increase employee burnout.
- Few academic or business experts agree what engagement is or how to measure it, which makes deeper research difficult.
The IRF, a private nonprofit foundation, funds research focusing on incentive and motivational programs and develops products for the global incentive industry. To download the complete 68-page research report, go HERE.