The current management literature is replete with advocates for employee engagement. Not many would argue that engendering ownership and responsibility along with the reported organizational benefits are worth aspiring to achieve. However, the actual results of workplace surveys report disengagement appears to be more the norm in spite of management best efforts. As organizational success and growth come, things start falling apart, resulting in missed deliveries, waste, worker frustration, dissatisfied customers, and lower profit margins. Lean best practices, heralded by many marketplace leaders, demonstrate results-oriented and proven ways of gaining employee engagement from extraordinary process performance to everyone's satisfaction (customers, owners, employees, community). This chapter is a cataloguing of the employee engagement characteristics matched to prevalent Lean processing principles. Lean is promoted in this work as providing a mature and proven system for advancing engagement even while improving processes.
Effective Employee Engagement and Organizational Success: A Case Study
