The Relationship Between Employee Engagement and Organisational Outcomes in the English National Health Service
An Analysis of Employee and Employer Data in 28 Healthcare Organisations
Published in: Connecting Healthcare Worker Well-Being, Patient Safety and Organisational Change: The Triple Challenge, Chapter 8, pages 115–129 (2020). doi: 10.1007/978-3-030-60998-6_8
Posted on RAND.org on November 09, 2021
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Access further information on this document at Connecting Healthcare Worker Well-BeingThis article was published outside of RAND. The full text of the article can be found at the link above.
There have been concerns around low productivity, poor health and wellbeing and staff engagement for well over a decade in the English National Health Service (NHS). Our analysis of survey data in 28 healthcare organisations builds an understanding of what drives employee engagement and how it impacts organisations. Our findings are that: better staff engagement in a healthcare organisation is associated with better financial and care outcomes; some professional groups in healthcare organisations (e.g. healthcare assistants) have substantially worse employee engagement than others; and employee participation in wellbeing programmes, effective leadership and line manager training are associated with better staff engagement. The key message for those involved in healthcare delivery is that there is a strong business case for improving employee engagement as it likely improves a range of organisational outcomes. The analysis also points to some specific initiatives that organisations focused on improving employee engagement may wish to consider.
This article was published outside of RAND. The full text of the article can be found at the link above.
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