Correspondence:
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Corresponding author: Jan Chadam, Maria Curie Skłodowska University, Information Systems and Logistics, 5/ 1110 Lublin, Poland. E-mails: jan.chadam@gmail.com and jan.chadam@poczta.umcs.lublin.pl
Abstract: BACKGROUND:Achieving a satisfactory level of engagement was a prerequisite for the implementation of a new strategy in organizations, which entailed a complex and costly investment program. OBJECTIVE:This paper presents an approach to managing employee engagement in a natural gas company. METHODS:The study involved in particular direct observation due to the fact that one of the authors of the article, during the implementation of the project, was a member of the company’s management board and the project team. The evaluation of the effectiveness of the implemented changes was verified with a survey by an external consulting company which was conducted annually over a period of 8 years on a group of about 1000 employees. RESULTS:By virtue of the conducted survey and practical consideration given to its results, it has become possible to radically increase employee engagement rates and, consequently, to implement a breakthrough strategy in the company. CONCLUSIONS:The analysis of research results leads to a clear conclusion that the execution of innovative projects - in the presented case, the company’s strategy - would not have been possible without a significant increase in employee engagement in the organization.
Keywords: Engagement, intellectual capital, organizational culture, trust, value
