Employee Engagement Models - 7 Key Frameworks & Theories

Employee engagement models help organizations understand and enhance their workforce's satisfaction, motivation, and commitment. These models are not just theoretical concepts. They are practical tools that transform the workplace by adding ways to increase employee needs.

This article breaks down 7 popular models. They are: 

• The Zinger model
• The AON-Hewitt model
• The Deloitte Model
• The Gallup model
• The Kahn model
• The JD-R model
• The Maslow model

What is an Employee Engagement Model?

An employee engagement model is a framework that organizations use to understand and enhance how employees feel toward their work and workplace. These models provide structured approaches to measure engagement and identify areas for improvement.

They typically should go past basic perks or payment details. They should instead focus on key employee needs. These include safety, recognition, and development. Organizations can create strategies to foster a more engaged, happier, and healthier workforce to increase job satisfaction and better business outcomes.

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1. Zinger Model

The Zinger Model of Employee Engagement was developed by David Zinger. It emphasizes a holistic approach to fostering engagement by focusing on a few key aspects. These appear in the acronym, CARE: 

C - Connection

A - Authentic relationships

R - Recognition

E - Engagement

The primary vision of the Zinger model is to play to your employee’s strengths. However, to accomplish this goal, you first need to be able to identify the strengths you are looking for. This is why CARE is so important. 

The Zinger model also views engagement as a pyramid with multiple rows. The rows build upon each other to elevate engagement: 

• The bottom row - Necessities like leveraging strengths, energy, well-being, and meaning
• The middle row - This row involves uniting the company for better workplace relationships, increasing recognition
• The top row - This row is concerned with boosting performance and encouraging progress
• The top of the pyramid - Achieving results

With the prioritization of open communication and personal well-being, the Zinger model thrives in environments that value individual health and contributions. It also works well to promote continuous development. Organizations that have a culture of trust, recognition, and personal growth are best suited. They can implement this model well. 

» How to Build an Effective Employee Engagement Feedback Model

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2. The AON-Hewitt Model

The AON-Hewitt Model of Employee Engagement centers on the "Say, Stay, Strive" framework. This practice measures engagement through 3 criteria: 

• Say -  employees' willingness to speak positively about the organization
• Stay - their intention to remain with the organization
• Strive - their motivation to exert extra effort

This model links employee engagement directly to business outcomes, emphasizing the impact of engagement on performance and retention. 

To attain these 3 factors of employee engagement, 6 other core values are highly valued. These values include: 

• The basics - job security, safety, and work-life balance
• Leadership - including middle management and senior managers
• The work - empowerment and autonomy in how you accomplish your goals
• Company practices - infrastructure, diversity, inclusion, and transparent communication
• Performance - career progression framework, further career opportunities, recognition, and rewards for good work
• Brand - having a notable element of corporate responsibility and company reputation

The AON-Hewitt Model thrives in data-driven environments. They regularly monitor and analyze performance metrics and employee feedback. These companies  are bigger and have greater resources to check certain aspects more frequently. Organizations with a strong focus on aligning employee engagement strategies with business goals, and those that prioritize continuous improvement and accountability, will benefit most from this model. 

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3. The Deloitte Model

The Deloitte Model of Employee Engagement is often referred to as the "Simply Irresistible" model. It focuses on creating a workplace environment that employees find compelling and rewarding. This model outlines five key elements as the way to primarily entice employees: 

• Meaningful work - putting the right person on the job in smaller groups with ample autonomy
• Supportive management - the leaders in place need to be trained and ready to be helpful
• A positive work environment - a workplace that is inclusive and ready to recognize deserving employees
• Growth opportunities - employees should be able to take advantage of resources to advance their knowledge or  careers
• Trust in leadership - A company or organization needs to communicate transparently and have a clear, agreeable message

These elements aim to create an engaging and fulfilling work experience, leading to higher employee satisfaction and retention.

The Deloitte Model is best suited for organizations that prioritize employee experience and are committed to continuous improvement. Environments that foster innovation, provide opportunities for career development, and emphasize transparent, supportive leadership will find this model particularly effective.

» HR Insights: Employee Experience vs. Employee Engagement

4. The Gallup Model

The Gallup Model of Employee Engagement is centered around the Q12 survey, which consists of 12 actionable workplace elements that are crucial for fostering engagement. The list of engagement survey questions mentions the following:

• Clear expectations
• The opportunity to do what one does best
• The right materials to succeed
• Receiving recognition
• Having a best friend at work
• Ample opportunity for development

This model helps organizations identify areas where engagement can be improved, emphasizing the importance of management practices and work environment in driving employee satisfaction and productivity.

The Gallup Model is best for places that value regular feedback. These places should place a  high value on open communication between employees and management. Because of this increased amount of communication, the model works well for remote or hybrid-style workplaces. These workplaces can send out the Q12 questionnaire quickly to get feedback on how to improve. Organizations that are committed to using data-driven insights to enhance workplace practices and are willing to invest in management training and development will benefit most from this model. 

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5. The Kahn Model

The Kahn Model of Employee Engagement, developed by William Kahn, emphasizes the psychological conditions necessary for engagement at work. It identifies three key factors: 

• Meaningfulness - the value of work tasks
• Safety - a supportive environment where employees feel secure
• Availability - the physical and emotional resources employees have to engage in their roles.

Valuing these three factors allows employees to come to work in friendly environments and find value in what they do. 

The Kahn Model thrives in environments that prioritize psychological safety and provide meaningful work. Organizations that foster a supportive culture, encourage open communication, and ensure employees have the necessary resources to perform their tasks will find this model highly effective. 

» 6 Key Employee Engagement Benchmarks to Drive Retention

6. The JD-R Model

The Job Demands-Resources (JD-R) Model of Employee Engagement posits that employee well-being and engagement are influenced by the balance between job demands and job resources. 

Job demands are physical, psychological, social, or organizational aspects of a job that require sustained effort and cost an employee something. Job resources are those physical, psychological, social, or organizational aspects that help in achieving work goals, reduce job demands, and stimulate personal growth and development. When resources outweigh demands, employees are more likely to experience higher engagement and better performance.

The JD-R Model is best suited for dynamic environments that can adapt and provide a balance of challenges and support. The model also performs well in jobs that are high-stress or high-demand. Organizations that offer robust support systems, opportunities for personal development, and mechanisms to manage workload effectively will benefit from this model. 

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7. The Maslow Model

The Maslow Model of Employee Engagement is based on Abraham Maslow's Hierarchy of Needs, which posits that individuals are motivated by a series of hierarchical needs. The list of these needs includes: 

• Food, water, shelter, air, clothing, sleep
• Safety and security
• Love and belonging
• Self-esteem
• Self-actualization 

When applied to the workplace, this model suggests that employees must have their fundamental needs (such as job security and fair compensation) met before they can achieve higher levels of engagement related to esteem, belonging, and self-fulfillment.

The Maslow Model thrives in environments that prioritize comprehensive employee well-being. Organizations that ensure basic needs are met through fair wages and job security, and also provide opportunities for social connection, recognition, and personal growth, will find this model particularly effective. 

Increasing Employee Engagement

These models help give the framework for successful employee engagement strategies. Additionally, implementing employee engagement software like PerformYard can significantly enhance employee engagement by streamlining various HR processes and fostering a more connected and supportive work environment.

PerformYard offers features such as performance management, goal setting, and continuous feedback, which help align employee objectives with organizational goals. This transparency and clarity in expectations boost employee motivation and accountability. Additionally, the software facilitates regular recognition and development opportunities, creating a culture of continuous improvement and appreciation, ultimately leading to higher levels of employee engagement and satisfaction.