Model, Pathways & Methodology
Explore resources related to the B.C. Public Service ‘house’ model, including an overview of its analytic background and development, and hands-on user guides.
This technical report details the statistical methodologies supporting the development and subsequent testing of the 2015 Work Environment Survey (WES) employee engagement model.
This report provides a summary of each of the drivers in the Work Environment Survey (WES) 2015 Employee Engagement Model. When interpreting the model, it helps to first consider the connections to and from each driver before turning attention to how the drivers link together to form pathways to the engagement characteristics.
This report provides a summary of the top fifteen pathways for the Work Environment Survey (WES) 2015 model. Pathways show how drivers work together to build engagement, as well as providing insight about key priorities for improvement. Linking the leadership drivers to the building blocks through pathways can show more specifically where and how management should focus their efforts.
This user guide provides a straightforward explanation of the modelling and analysis process used in the WES cycles, including describing the genesis of the drivers, the house model and engagement pathways. The guide is designed to give you - employees, managers, leaders and HR professionals - the information and tools you need to get more out of the Employee Engagement Model. This model highlights the most important aspects of the work environment and provides a framework for making strategic improvements.
This report investigates relationships that may be present between employee engagement and certain characteristics of the BC Public Service organization, namely: organizational size, proportion of leaders in the organization, dispersion by geographic work location, degree of reporting hierarchy and impact of workforce adjustments. With the recent decrease in the BC Public Service overall engagement score from 68 points out of 100 in WES 2009 to 64 points in WES 2010, investigating the possible factors in the work environment that could have caused this decline is of primary concern.
To test whether response bias could be affecting rates of engagement, BC Stats launched a follow-up telephone survey on a randomly selected group of employees who did not complete the 2007 WES survey. In total, 734 eligible non-responders completed the telephone survey, resulting in a response rate of 53%.