ABSTRACT
Chapter 2 explores the content of the UK government’s 2009 MacLeod Report and its four enablers of employee engagement. These four enablers are: strategic narrative, engaging managers, employee voice, and organisational integrity. The implications of Motivational Maps and its RAG model (RAG standing for Relationships, Achievement and Growth) for organisational culture are explored in detail, especially past-present-future time orientations. Alignments between motivational profile and personal and organisational narratives are considered. The three conditions for an engaging manager are explored: such a manager has higher levels of motivation than their team, has superior listening and feedback skills, and understands and uses motivational reward strategies on a consistent basis. Key aspect of listening and feeding-back skills are explained.
