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Understanding the Value of Engagement: Building Belief in Performance

In: Leading HR

Author

Listed:
  • Shashi Balain
  • Paul Sparrow

Abstract

CHAPTER 1 argued that the complexities of business model change often involve a change in “mindset” or an employee’s “mental model” of exactly what the organization’s business model is. There is an essential process of communication and involvement of the workforce in which the human resource (HR) Director plays a leading role, attempting to create this mental mobility in the attitudes held by the workforce. This becomes especially true when, as argued in Chapter 4, there are likely to be relatively few people — especially at the outset of a change — who have really grasped the nature of the change and have made the “mental” shift to a new model.

Suggested Citation

  • Shashi Balain & Paul Sparrow, 2010. "Understanding the Value of Engagement: Building Belief in Performance," Palgrave Macmillan Books, in: Leading HR, chapter 0, pages 162-188, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-28134-9_9
    DOI: 10.1007/978-0-230-28134-9_9
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