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Northern Territory Public Sector : People Matter Survey Report 2014



Northern Territory Public Sector : People Matter Survey Report 2014


Office of the Commissioner for Public Employment reports; Reports; PublicationNT




Made available via the Publications (Legal Deposit) Act 2004 (NT).




Northern Territory. Office of the Commissioner for Public Employment -- Periodicals; Civil service -- Northern Territory -- Personnel management -- Periodicals

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38 0 5 | O P P O R T U N IT IE S F O R IM P R O V E D P E R F O R M A N C E NORTHERN TERRITORY PUBLIC SECTOR PEOPLE MATTER SURVEY REPORT 2014 EMPLOYEE ENGAGEMENT: DRIVING PRODUCTIVITY Chapter 5 outlines the main findings of an analysis conducted to identify key drivers of employee engagement in the NTPS, as identified through data from the 2014 NTPS People Matter Survey. This report has identified drivers of employee engagement in the NT public sector, with change management capability identified as the key driver, followed by responsiveness, integrity and merit. Key driver analysis provides insights for decision makers looking to improve or maintain engagement levels and potentially achieve higher organisation performance. Measuring employee engagement Employee engagement can be defined as: a positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employee and employer5 The 2015 NTPS measures employee engagement using five questions. These are the same questions used by the UK government to measure the Civil Services employee engagement. These questions were developed from reviews of academic literature on employee engagement as well as consultations with analysts, managers and HR practitioners across the UK Civil Service. The questions and their rationale are presented in Table 5.1. 05 | OPPORTUNITIES FOR IMPROVED PERFORMANCE 5 Robinson, D., Perryman, S. and Hayday,S. (2004). The Drivers of Employee Engagement. Institute of Employment Studies, Report 408. Table 5.1: Engagement questions and their rationale Engagement questions Aspect measured Rationale I am proud to tell others I work for my organisation Pride An engaged employee feels proud to be associated with their organisation, by feeling part of it rather than just working for it I would recommend my organisation as a good place to work Advocacy An engaged employee will be an advocate of their organisation and the way it works I feel a strong personal attachment to my organisation Attachment An engaged employee has a strong, and emotional, sense of belonging to their organisation My organisation inspires me to do the best in my job Inspiration An engaged employee will contribute their best, and it is important that their organisation plays a role in inspiring this My organisation motivates me to help achieve its objectives Motivation An engaged employee is committed to ensuring their organisation is successful in what it sets out to do Source: Cabined Office (2013). Civil Service People Survey 2012 Summary of Findings. Page 8.. Also at http://resources.civilservice.gov.uk/wp-content/ uploads/2013/01/csps2012_summary-of-findings_final.pdf. Accessed 14 January 2015.