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EMPLOYEE ENGAGEMENT EMPLOYEE ENGAGEMENT – SESSION PLAN 1. 2. 3. 4. 5. 6. 7. 8. 9. The meaning of employee engagement Job engagement Organizational engagement The theory of engagement The drivers of engagement Outcomes of engagement Enhancing overall engagement The drivers of engagement Methods of enhancing engagement ENGAGEMENT DEFINED Engagement happens when people are committed to their work and the organization and motivated to achieve high levels of performance. It has two interrelated aspects: 1. job engagement, which takes place when employees exercise discretionary effort because they find their jobs interesting, challenging and rewarding 2. organizational engagement, when employees identify with the values and purpose of their organization and believe that it is a great place in which to work and to continue to work THE IES MODEL OF ENGAGEMENT Organizational citizenship Commitment Organisational citizenship behaviour Commitment Engagement Motivation Source: Armstrong et al, 2010 Motivation FACETS OF ENGAGEMENT Alfes et al (2010) see engagement as having three core facets: • Intellectual engagement • Affective engagement • Social engagement A THEORY OF ENGAGEMENT • As a belief • As explained by social exchange theory - a two-way relationship between the employer and the employee DRIVERS OF ENGAGEMENT Alfes et al (2010): • meaningful work (the most important) • senior management vision and communication • positive perceptions of one’s line manager • employee voice - having a say in matters that concern them MacLeod and Clarke (2009) emphasized: • leadership that ensures a strong, transparent and explicit organizational culture that gives employees a line of sight between their job and the vision and aims of the organization OUTCOMES OF ENGAGEMENT An engaged employee: • is willing to ‘go the extra mile’ • believes in and identifies with the organization • wants to work to make things better • understands the business context and the ‘bigger picture’ • respects and helps colleagues (Robinson et al, 2004) ENHANCING JOB ENGAGEMENT Job engagement can be enhanced through: • good job design • learning and development programmes • performance management • improving the quality of leadership provided by line managers HOW REWARD POLICIES INFLUENCE PERFORMANCE THROUGH ENGAGEMENT Culture/people management • supportive supervisor • regular open feedback • team-working • involvement • career development • work/life balance Staff attitudes and commitment • satisfaction with rewards Performance • treated fairly • feeling involved and developed Rewards • identification with organization • performance pay • variable pay • team rewards • recognition • for customer service/quality • single status Source: Reilly and Brown (2008) ENHANCING ORGANIZATIONAL ENGAGEMENT • • • • • • Strong positive culture Strong management Careful system and job design Provision of appropriate resources Enhance employee voice ‘The big idea’