Explore how employee activation influences gender differences in engagement. Learn how fostering purpose, belonging, and leadership development can boost engagement for both men and women while creating an inclusive workplace culture.
In today’s competitive landscape, employee engagement is a critical driver of organizational success, influencing productivity, retention, and overall job satisfaction. However, engagement is not one-size-fits-all—its dynamics can vary significantly across gender. Recent research by Dr. Jonathan H. Westover and Dr. Maureen Snow Andrade explored this complexity by examining how employee activation—a workplace culture that empowers and motivates discretionary effort—uniquely impacts men and women. Their findings shed light on gender-specific drivers of engagement and offer valuable insights for designing more inclusive and effective engagement strategies.
Despite growing gender equality in the workplace, the study found that men report higher average engagement than women, indicating that subtle implicit or unconscious biases may still influence workplace dynamics.
While basic needs, teamwork, growth, and individual contributions matter for both genders, the most impactful engagement drivers vary. This suggests organizations should address a broad spectrum of needs to support all employees effectively.
The strongest and most consistent predictor of engagement for both men and women was worker activation—a culture that fosters purpose, belonging, and empowerment. This supports rethinking engagement strategies to place activation at the center.
While there are commonalities in what drives engagement across genders, nuanced differences remain. Customized strategies may be necessary to meet diverse needs and encourage discretionary effort across various employee groups.
Organizations must clearly communicate their overarching purpose and show employees how their roles contribute meaningful value. Helping employees understand their impact boosts engagement.
Create inclusive work environments that support all demographics. Encourage social connections and peer support networks to build a sense of belonging across diverse groups.
Provide continuous learning opportunities and support leadership development—even for non-managerial roles—to increase employee efficacy, confidence, and upward mobility.
Acknowledge both formal and informal contributions. Use varied recognition methods to ensure all employees feel valued for their unique skills and perspectives.
Regularly assess workplace policies, manager behaviors, and practices to ensure progress in inclusion and equitable engagement opportunities.
Customize engagement initiatives to meet diverse preferences and needs, while maintaining a unified focus on activating all workers.
Employees should take initiative to grow through training, mentoring, and lateral career moves. Exploring informal leadership roles can also enhance engagement.
Forming positive peer connections strengthens belonging and overall satisfaction at work.
Regularly discuss professional goals and development needs with managers to improve job fit and recognition of contributions.
Understanding and connecting with the company’s purpose enhances personal activation and engagement.
Expressing ideas respectfully and staying involved in workplace initiatives ensures diverse voices are heard and valued.
Maintaining work-life balance and focusing on overall wellness—not just recognition—supports sustainable, long-term engagement.
This research underscores employee activation—through purpose, belonging, leadership efficacy, and commitment—as essential for driving engagement across genders. While slight differences in engagement levels exist between men and women, fostering a culture of activation proves effective for both. Organizations can maximize engagement by combining universal activation efforts with inclusive, tailored strategies to meet diverse needs. As the workplace evolves, focusing on activation and adapting to unique engagement drivers will help build a committed, energized workforce.
Full Article
Westover, J. H., & Andrade, M. S. (2024). Examining the influence of employee activation on gender differences in employee engagement. Journal of Business Diversity, 24(3), 78–95. https://doi.org/10.33423/jbd.v24i3
