If linkage could be established, companies could work to increase satisfaction and generate profits that would otherwise be left on the table. These were the questions that Gallup addressed as we zeroed in on top-performing teams and individuals. As can be imagined, this yielded a rich soup of observations. Out of this often chaotic and contradictory input, we identified the major satisfaction generators, the key elements that supervisors might significantly influence and control, as distinct from those they might not have the power to do anything about such as rates of pay, hours of work and the like. High scores around the 12 questions indicate the presence of deep worker engagement, which is the condition that engenders satisfaction and other emotional outcomes like loyalty and pride.
Engagement leads to measurable business outcomes, as our research shows.
I know what is expected of me at work. I have the materials and equipment I need to do my work right. At work, I have the opportunity to do what I do best every day. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person.