‘In other words, engagement is both a cause and effect. It involves a relationahip between the organization and the employee.’- Linda Holbeche and Geoffrey Matthews

‘When employees preceive that the terms of their psychological contract have been breached, they reciprocate by withdrawing or making less effort on behalf of their employer.’- Linda Holbeche and Geoffrey Matthews

‘Engaged employees are not born; they’re made. Most employees care a lot about their work. They want to learn and grow.’- Linda Holbeche and Geoffrey Matthews

‘Individual employees generally have to watch out for their own interests and how well they can do this depends to a large extent on their personal market value at any one time.’- Linda Holbeche and Geoffrey Matthews

‘In companies with good communication, there is a constant flow of ideas up, down and across the organization.’- Linda Holbeche and Geoffrey Matthews

‘Trust- building involves not only keeping promises, but also keeping appropriate boundaries and being sensitive to social and culture cues.’- Linda Holbeche and Geoffrey Matthews

‘Consultation and participation in decision-making are especially important in times of change.’- Linda Holbeche and Geoffrey Matthews

‘Effective leadership can bolster employee commitment and go some way in helping to sustain engagement levels.’- Linda Holbeche and Geoffrey Matthews

‘Appropriate care is needed to watch out for the danger of incentives driving the wrong outcomes.’– Linda Holbeche and Geoffrey Matthews

‘It may also help to create one common plan for the whole organization to work on rather than letting everyone create their own actions and so dissipating efforts.’- Linda Holbeche and Geoffrey Matthews

‘Managers can help by providing an environment that is challenging but encouraging.’– Linda Holbeche and Geoffrey Matthews

‘Managers at all levels nevertheless need to watch out for when engagement means ‘working too much’ rather than ‘working smarter’. Such pressure means that the effort expended by employees is no longer discretionary and this can run two potential risks: creating undue stress and undermining the organization’s culture.’- Linda Holbeche and Geoffrey Matthews

‘Empowerment is a key characteristic of high engagement cultures.’- Linda Holbeche and Geoffery Matthews

‘When leaders adopt a learning approach to managing others, typically, micro- management is banished, employees can exercise greater autonomy and excellence is possible.’- Linda Holbeche and Geoffrey Matthews

‘Leaders need to be clear about what they expect the outcomes to be, but they should give individuals the freedom to decide how best to get there.’- Linda Holbeche and Geoffrey Matthews

‘One of the fundamental characteristics of resilience is people’s ability to use difficult experiences in their lives as opportunities to learn.’- Linda Holbeche and Geoffrey Matthews

‘Lack of clarity about strategy and poor internal communication are two very important factors when it comes to disengagement.’- Linda Holbeche and Geoffrey Matthews

‘The working environment should be conducive to lifelong learning and career development. Employees will expect a fair deal, without which they are unlikely to stay.’- Linda Holbeche and Geoffrey Matthews