The study finds that engaged workers exert more of what the authors call “discretionary effort.” In other words, they go beyond meeting the minimum standards for their job. It is this difference in discretionary effort that separates great performers from average performers, the report argues.
The study looked at a large professional services firm with multiple offices. The consultants from offices where employees were highly engaged outperformed disengaged offices by 43% as measured by revenue generated.
The summary never defines what "engaged" actually means, but offers some tips for getting there:
The report urges managers to focus more of their energy towards engaging their employees and identifies six core factors that address this issue: tangible rewards, quality of work, work/life balance, inspiration values, creating an enabling environment and providing growth opportunities.