Organizational Productivity and Performance
Take a closer look at how engagement is tied to organizational performance and productivity.
Professional Development and Performance Management: Organization Highlights (BC Stats, 2011)
BC Stats administered the Professional Development and Performance Management Survey to a sample of employees to learn more about their professional development needs and goals and to gather feedback about different aspects of their performance management experience during the last EPDP cycle. This report summarizes the most significant trends emerging from the survey data to help inform decisions on what aspects about the performance management process need to evolve in order to enhance the professional development experiences of all employees.
Mining Answers from the Best (BC Stats, 2011)
This report explores characteristics and perspectives that are unique to highly engaged work units. The focus of the research centres on a comparative analysis between employees in highly engaged work units, and those found throughout the remainder of the BC Public Service. Included in these comparisons is a demographic profile which is used to delve further into the variation of engagement levels. Supplementing these comparisons is a detailed qualitative analysis, which adds a critical layer of context to the quantitative findings.
Maximizing Professional Development (BC Stats, 2010)
The year 2009 has been a dynamic period for professional development in the BC Public Service in many ways. April 2009 saw significant performance management policy changes. There were also changes that occurred with employees’ opinions on the subject. Of the drivers in the BC Public Service Engagement Model, Professional Development had the largest drop in scores since the previous survey cycle. Thus, the objective of this report is to isolate the sources of this change and determine ways to maximize professional development experiences in the future. The four key research questions of this report are: (1) How have perceptions of Professional Development varied over time? (2) How are impressions of Professional Development shaped by other aspects in the work environment (i.e., other drivers in the engagement model)? (3) What kind of impact does the regular delivery of performance feedback have on perceptions of Professional Development? (4) What kind of impact do performance reviews have on perceptions of Professional Development?
Defining Productivity in the BC Public Service (BC Stats, 2008)
Productivity in the public sector is difficult, if not impossible to measure directly since external outputs are often intangible in the absence of financial returns. The diversity of service outputs across BC Public Service organizations poses a greater challenge. As a result, BC Stats decided to ask employees directly about their opinions of productivity to gain a better understanding of the behaviors, attitudes and experiences that could be influencing productivity; this study explores the findings from a random sample of 1163 WES respondents in 2007.
Linking Engagement to Productivity in the BC Public Service Work Environment (BC Stats, 2008)
This Business Indicators newsletter provides an overview of the findings of the report described above, Defining Productivity in the BC Public Service.
Are Happy Employees Healthy Employees? Researching the Effects of Employee Engagement on STIIP Use (BC Stats, 2008)
This report investigates whether an employee’s level of engagement has an effect on the amount of sick time he/she may use. It was found that although a more engaged employee may use less sick time, the impact of engagement on the amount of sick time used is fairly marginal.
Stress, Workload & Productivity (BC Stats, 2007)
This short report takes a closer look at the Stress and Workload engagement driver.