Q1: Half of those engaged or not do so because of their personality (Premuzic, Garrad, & Elzinga, 2018), which covers all those who got engaged and only a portion of those who were not (Premuzic, Garrad, & Elzinga, 2018; Robbins & Judge, 2018). The remainder is divided unevenly between other non-personality variables. Then, personality exerts a very high influence on employee engagement, perhaps because the company’s way of doing things simply does not fit the wide differences in human personality.
Q2: If we look at the engagement statistics as a Bell’s Curve, the rate of highly engaged employees (17-29%), as Robbins and Judge (2018) observed, is located towards the right-side outlier area, while those who tried to be engaged (96%), as Premuzic, Garrad, and Elzinga (2018) pointed out, constitutes most of the ‘bell’ shape itself. This means of the dominant population who tried, only the minority succeeded, which is a reasonable estimate, considering the enormous influence of personality, as described in Q1.
Q3: Individuals feel more enthusiastic about their jobs when they are naturally more energetic and enthusiastic. I agree with the authors more energetic and enthusiastic employees tend to be resilient against management-derived frustrations at work compared to the less energetic and enthusiastic. It is both intuitive and empirical.
Q4: Based on research, around half came from personality-defined responses. The other half may have “tried” to be engaged outside their unique personalities and failed.
Q5: Engagement in my organization, Premuzic, Garrad, and Elzinga (2018) authors suggested, largely depends on two elements: (a) personality predisposition of the employees and (b) an organizational environment that encourages those who are naturally predisposed to be enthusiastic or energetic.
References
Premuzic, T.C., Garrad, L., & Elzinga, D. (2018, November 28). Is employee engagement just a reflection of personality? Harvard Business Review, https://hbr.org/2018/11/is-employee-engagement-just-a-reflection-of-personality.
Robbins & Judge (2018)
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Q1: Half of individuals who are or are not engaged do so due to their personality (Premuzic, Garrad, & Elzinga, 2018), which includes all those who were engaged and only a paortion of those who were not (Premuzic, Garrad, & Elzinga, 2018; Robbins & Judge, 2018). The remainder is distributed haphazardly among various non-personality characteristics. Then, personality has a very strong influence on employee engagement, possibly because the company’s style of doing things simply does not fit the huge range of human personality characteristics.
Q2: When viewed as a Bell’s Curve, the rate of highly engaged employees (17-29 percent), as observed by Robbins and Judge (2018), is located towards the right-side outlier area, while those who attempted to be engaged (96 percent), as Premuzic, Garrad, and Elzinga (2018) pointed out, are located towards the left-side outlier area.
