Bet­ter em­ployee en­gage­ment would im­prove UAE life sat­is­fac­tion

Gulf Business - - NEWS AND VIEWS - By Neil King

A new study by man­age­ment con­sul­tancy firm Gallup has re­vealed that only 16 per cent of em­ploy­ees in the UAE feel en­gaged in their jobs, and that im­prove­ments in this met­ric would help the coun­try achieve its hap­pi­ness and pos­i­tiv­ity tar­gets. The State of the Global

Work­place re­port iden­ti­fied only 16 per cent of em­ploy­ees as be­ing en­gaged at work, with 69 per cent not en­gaged, and a fur­ther 16 per cent ‘ac­tively dis­en­gaged’.

A sim­i­lar pic­ture is painted across the Gulf, with Saudi Ara­bia’s work­force found to be 17 per cent en­gaged, 62 per cent not en­gaged, and 21 per cent ac­tively dis­en­gaged. Kuwait’s em­ploy­ees were found to be 15 per cent en­gaged, 65 per cent not en­gaged and 20 per cent ac­tively dis­en­gaged and Bahrain’s were found to be 16 per cent en­gaged, 67 per cent not en­gaged, and 16 per cent ac­tively dis­en­gaged.

The global av­er­age is 15 per cent en­gaged, and 85 per cent ei­ther not en­gaged or ac­tively dis­en­gaged.

Gallup’s re­port sug­gested that an im­prove­ment in en­gage­ment lev­els would help boost the UAE’s hap­pi­ness and pos­i­tiv­ity cre­den­tials, in line with the am­bi­tions of the na­tion’s fed­eral govern­ment.

The con­sul­tancy has de­vised a the­o­ret­i­cal model that links four spe­cific as­pects of work to over­all life sat­is­fac­tion, one of which is en­gage­ment. The other three are trust, pos­i­tiv­ity, and integration.

Cen­tral to im­prov­ing each of th­ese four as­pects, ac­cord­ing to the re­port, is the pro­mo­tion of tal­ented man­agers.

“Gallup re­search shows that man­agers are re­spon­si­ble for at least 70 per cent of the vari­ance in their em­ploy­ees’ en­gage­ment," wrote the au­thors of the pa­per.

“Yet even with so much rid­ing on this, man­agers are of­ten pro­moted due to their pre­vi­ous suc­cess in a non-man­age­rial role or sim­ply due to hav­ing ex­pe­ri­ence in the par­tic­u­lar or­gan­i­sa­tion, agency or field of ex­per­tise.

“In­stead, or­gan­i­sa­tions should se­lect man­agers based on their in­her­ent tal­ent for man­ag­ing – in­clud­ing their abil­ity to fos­ter pos­i­tive re­la­tion­ships with their team mem­bers while keep­ing them mo­ti­vated and fo­cused on out­comes that are both mean­ing­ful and at­tain­able.”

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