employee engagement by vinay ravindran.ppt [compatibility m
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Concept
&
Proposed “Integrated Employee
Engagement Model” Presentation
Vinay Ravindran
� Why Engagement is important
� Definition of Engagement
� Three Types of Employees
� Gallup Questionnaire
� Current State of Employee Engagement
� Types of Commitment
� Quote
� Drivers of Engagement
� Employees reaction towards five core job dimensions
� Job Demand Resource Model
� Behavior linked with Employees Managerial Trustworthiness
� Components of Transformational Leadership
� Perception of Fairness
Trait Engagement
Presentation Flow
� Trait Engagement
� Psychological Conditions of Engagement
� Drivers of Perceived organization support
� Psychological State Engagement
� Cognitions reflecting work & role Orientation
� Critical Information for Empowerment
� Characteristics of Engagement
� Dimensions of Organization Citizenship behavior
� Model of Antecedents & Consequence of employee engagement
� A reflection of employee engagement models and its drivers stated by different Management Gurus .
�Proposed Integrated Model of Employee Engagement for my current Employer� End results of Employee Engagement
Why is Employee Engagement so important
Engaged Employees will be key to competetitive advantage with changing nature
of work & diversity of workforce.
Companies that have understood the conditions that enhance the employee
engagement has created a work culture which competitors will find very
difficult to imitatedifficult to imitate
Co n t i n u e d…
In fast changing business environment it is difficult to precisely specify
roles and responsibilities and employees had to make decisions based on
ambiguous situations.
Why is Employee Engagement so important
Many employees are looking for environments where they can be
be engaged and feel that they are contributing in a positive way to
something larger than themselves
Definition of Engagement
• “the illusive force that motivates employees to higher or lower levels of performance.
Wellins & Concelman
Maslach• Engagement can be characterized by
energy , involvement, and efficacy.
Attitudinal & Behavioral Definition of Engagement
• “Positive , fulfilling work related state of mind that is chracertrised by vigor, dedication, and absorption.
• Defined active engagement as “high levels of activity, initiative & responsibility . ”Dvir
Schaufeli
energy , involvement, and efficacy.
Question remains engagement is a unique concept or merely a repacking of other
constructs, different researcher has have defined engagement both attitudinally and behaviorally
Say, Stay Strive
1 2 3
Gallup Questionnaire
Engagement Above basic loyalty to the employer
Current State of Employee Engagement
Beyond simple satisfaction with the
employment arrangement
Engagement
• Employees who want to belong
to the organization.
Affective Commitment
Commitment
• Employees who need to belong
to the organizationContinuance Commitment
Quote
HR SYSTEM
•Organization Design
•Job Design
•Staffing
•Rewards
•Training & Development
•Performance
Management
• Leadership &
Development
•Work Life Benefits
JOB CHARACTERSTICS•Skill Variety
•Task Identity
•Task Significance
•Task Autonomy
•Job Feedback
•Job Resources
•Job Demands
ROLE
•Role Clarity
•Role Fit
COWORKERS
•Social Identity
•Support
•Trust
MANAGEMENT
•Support
TRAITS
•Proactive Personality
•Autotelic Personality
•Positive Affectivity
•Conscientiousness
•Self Efficacy
•Self –Esteem
•Locus of Control
PSYCHOLOGICAL CONDITIONS OF
ENGAGEMENT
•Meaningfulness
•Psychological Safety
•Psychological Availability
•Perceived Organization Support
•Psychological Contract Fulfillment
PSYCHOLOGICAL STATE OF
ENGAGEMENT
•Job Involvement
•Empowerment
•Affective Commitment
•Positive Affectivity
BEHAVIORAL ENGAGEMENT
•Organizational Citizenship Behavior
Drivers of Engagement
•Work Life Benefits•Support
•Clear Expectations
•Feedback
•Recognization
•Trustworthiness
•Consistency
•Integrity
•Fairness
LEADERSHIP
•Transformational
•Openness
•Vision
PERCEPTION OF
FAIRNESS
•Distributive
•Procedural
•Interactional
•Organizational Citizenship Behavior
•Performance;,Profienciency;
•adaptivity;resiliency,
•innovation
STRATEGIC OUTCOMES
•Productivity
•Quality
•Customer Satisfaction
FINANCIAL /MARKET PERFORMANCE
•revenue
•profits
•Market Value
Drivers of Engagement
HR System is primary driver of employee engagement
Staffing, Training and development practices contribute to the development of employee competencies that enhance competitive advantage .
Rewards, benefits and performance management practices help Rewards, benefits and performance management practices help motivate employees to behave in a way that benefit the organization.
Organization and job designs help to create a work environment that is conducive to employees development and effective work systems.
Effective Management & Leadership development helps to ensure productive fair working environment
Including
Drivers of Engagement
•The Degree to which the job requires completing a whole piece of work from beginning to end with a visible outcome .Task Identity
Skill Variety The Degree to which a job requires a variety of
different activities and a number of different skills to carry
out the work,
EMPLOYEE REACT POSITIVELY TO FIVE CORE JOB
DIMENSIONS
EMPLOYEE REACT POSITIVELY TO FIVE CORE JOB
DIMENSIONS
•The degree to which the job as a substantial impact on the lives of other people –in the immediate organization or external environment
Task Significance
•The Degree to which the job provides substantial freedom, independence and discretion in scheduling the work and in determining the procedures to carry out the work.
Autonomy
Feedback •The degree to which the individuals obtains direct and clear
information about the effectiveness of his or her performance
• Physical , psychological social or organizational feature s that are related psychological and or psychological costs (work over load, job insecurity, role ambiguity, role conflict.)
• The Job demands may become stressors in situations that require high effort to sustain an expected performance level consequently eliciting negative response , including burnout .Job Demand
• Physical , psychological social or organizational
Job Demand Resources Model
• Physical , psychological social or organizational features of a job that help achieve work goals , reduce , job demands, and stimulates personal growth learning and development(Job control, access to information, performance feedback, and social support
Job Resources
• High job resources relative to job demands promote engagement , whereas low job resources relative to job demands contribute to burnout and reduced engagement.
Relationship of
resources to Demands
Cognitive AffectiveBASIS FOR
INTERPERSONAL
TRUST
Coworkers
•
•
When People are working together they share beliefs and affective experiences and thus show similar motivational and behavioral patterns .
Coworkers
Coworkers may feel collective emotions, collective moods or group affective tone.
Share perceived collective efficacy
Affective Relations among group are also
Show high group potency and share engagement as a motivational construct.
Be involved in positive as well as negative psychological contagion process.
among group are also referred as morale,
cohesion & rapport
Supervisors who foster a supportive work environment
D is p la yCo n c e r n fo re m p l o y e e s ‘n e e ds a n df e e l i n g s.P r o v i d ep o s i t i v ef e e d b a c k
E n c o u ra g eE m p l o y e e st oDevelop new skills
Behavioral Consistency
• Behaving in the same manner across time and contexts.
Behavioral Integrity
• Consistency between words and deeds.
Sharing and delegation of
control
• Employee Participation in decision making.
Communication
• Accuracy, explanations & Openness
• Accurate explanations for managerial actions.
Demonstration of Concern
• Consideration, protecting employees’ interests and refraining from exploitation.
Categories of behavior linked with Employees’ perceptions
of Managerial Trustworthiness
actions.
Idealized Influence
*
.
Inspirational Motivation
Components of Transformational Leadership
Intellectual Stimulation
*
Individualized Consideration
*
Perception of fairness
• The fairness of outcome distributions.
Distributive
Justice
• The fairness of the procedure used Procedural
Justice • The fairness of the procedure used
to determine outcome distributions.Justice
• The fairness and quality of interpersonal treatment employees experience.
Interactional Justice
Trait Engagement
Autotelic Personality
* A General propensity to mentally transform potential threats into enjoyable challenges
Trait Positive Affectivity
* A proclivity for active interaction with ones environment that * A proclivity for active interaction with ones environment that might lead to expansive and friendly behaviors resulting in more effective relationships with coworkers and superiors
Proactive Personality
* Consistently taking action and overcoming opposition
to change things for the better.
Conscientiousness
* Dependability, carefullness,throughness,res
ponsibility,and
perseverance
Psychological Conditions of Engagement
Psychological Meaningfulness
A feeling that one is receiving a return on investments of ones self in a currency of physical, cognitive, or emotional energy.
Psychological Safety
The employees “sense of being able to show and employ one’s self without fear of negative consequence to self image , status of career.
Psychological Availability
An individuals belief that he /she has the physical , emotional , or cognitive, resources to engage the self at work.
Dimensions of Psychological
Meaningfulness
-Employees feel that they make a significant contribution towards the achievement of organizational goals.
-Employees feel that the organization adequately recognizes their contributions.
-Employees feel that their work is challenging and conducive to personal growth.
image , status of career.
Dimensions of psychological
Safety
- Management is perceived as flexible and supportive and employees feel control over their work.
- Organization roles and norms are perceived as clear.
- Employees feel free to express their true feelings and core aspects of their self concept in work roles.
self at work.
Physical Demands
Most jobs require some level of physical challenges that may result in injuries.
Emotional Demands
Dimensions of Psychological Availability
Emotional Demands
Some Jobs require much emotional labor –the frequency , duration and intensity of emotional displays can decrease emotional resources and lead to exhaustion.
Cognitive Demands
Some roles require most information processing than in individuals can handle overwhelming their ability to think clearly with too many balls in the air.
Drivers for perceived
Fairness
Supervisor
Drivers of perceived Organization Support
perceived Organization
Support
Favorable Job Conditions
Organization Rewards
Supervisor
Support
Association with Psychological Contract Fulfillment
Positive
Job Satisfaction
Job Satisfaction
Negative
Intention to quit
Intention to quit
Organization CommitmentOrganization Commitment
Organization Citizenship
Behavior
Organization Citizenship
Behavior
Performance Performance
Psychological State Engagement
Job Characteristics Au to n o m y, s ki l lv a rie t y, t a s ki de n ti t y &s ig n i fic a nc e
Supervisory Behaviors E, gCo n s i de r a t i o n &p a r t ic i p a t i o n
Antecedent Influences on Job Involvement
Individual DifferencesE, g in te rn a lm o t iv a t i o n
Attention
-
Role Engagement
Absorption-.
Role Engagement
Meaning Competence
Self Determination Impact
Psychological Empowerment
Meaning
•
Competence
•
Self –determination
•
Impact
•
Cognitions Reflecting work Role Orientations
Critical Information for Empowerment
• People won’t take initiative until they understand an organizations direction.
• Helps to create a sense of meaning and purpose.
• Enhance an individuals ability to make /influence decisions aligned with the organization's
• People need to understand how well their work units are performing in order to maintain /improve performance in the future.
aligned with the organization's goals .
Mission of the Organization
Performance Information
Affective Commitment
EMPLOYEE REMAIN BECAUSE THEY WANT TO
• Develops due to personal involvement identification with relevant target and value congruence.
Continuance Commitment
EMPLOYEE REMAIN BECAUSE THEY NEED TO
Commitment Types
EMPLOYEE REMAIN BECAUSE THEY NEED TO
• Develops as a result of accumulated investments, or side bets, that would be lost if the individuals discontinued a course of action or chose an alternative to the present course
Normative Commitment
EMPLOYEE REMAIN BECAUSE THEY OUGHT TO
• Develops as a function of cultural and organizational socialization and the receipt of benefits that activate a need to reciprocate.
• Individuals adopt attitude and behaviors in order to be associated with a satisfying , self –defining relationship with another person or group.
Identification
Critical Information for Empowerment
• Individuals adopt attitudes and behaviors because their content is congruent with their own value systems.
Internalization
• High levels of energy and resilience, the willingness to invest effort in one’s job the ability to not be easily
fatigued, and persistence in the face of difficulties.Vigor
• A strong involvement in one’s work , accompanied by feelings of enthusiasm and
Dedication
Characteristics of Engagement
accompanied by feelings of enthusiasm and significance, and by a sense of pride and inspiration.
Dedication
• A pleasant state of total immersion in ones’s work , which is characterized by time passing quickly and being able to detach oneself from the job.
Absorption
Altruism
• Helping others with their
Conscientiousness
• Being on time , having good
Courtesy
• Notifying others before
Sportsmanship
• Maintaining a positive
Civic Duty
• Attending meetings ,
Dimensions of Organizational Citizens Behavior
with their work, orienting new people.
having good attendance making proper use of work time.
others before acting in a way that will affect them .
positive attitude and not complaining.
meetings , reading organizational commitment .
• “fulfills the prescribed or
Adaptivity
• “initiates change , is self
Independence Factors in Modern performance concept
• “fulfills the prescribed or predictable requirements of the role”.
Proficiency
• “Copes with respond to and supports change.”
• “initiates change , is self starting and future directed.
Proactivity
Model of Antecedents & Consequence of Employee Engagement
A Reflection of Employee Engagement Models & Drivers
studied by Different Management Gurus.
Irmer & Jorgensen
Boston Consulting
Zinger Model – Engagement for Results
Employees Managers
EMPLOYEE
FRUSTRATION
ORGANISATION
STRAIN
VALUE
CONFLICT
I
M
P
O
R
T
A
N
C
Eht t p : / /w w w. e c a d e m y. c o m /n o d e. p h p ? i d= 8 8 4 0 1
FRUSTRATION STRAIN
DELIVERY
CONFLICT
A
G
R
E
E
M
E
N
M
T
Towers Perrin
Employee Engagement Grid
S o u rc e : w w w. w i l l i s l a ng fo r d.c o m
s o u r c e : w w w. h u m a n t e l l ig e n c e. c o m
3 Components of Employee Engagement
Engagement Model
Four Dimensions of Employee Engagement
Engagement Model
s o u r c e : w w w. a s p i r et a l e n t m a n a g e m e n t. c o m
Engagement Model
S o u r c e : w w w. b p a n z. c o m
Connection between Engagement and Well -being
Source: www.abhishekmittal.com
Engagement Model
s o u r c e : w w w. h r p e o p l e. m o n st e r. c o m
Engagement Model
S o u r c e : w w w. s c ot l a n d. g o v. u k
Engagement Model
S o u r c e : R o b i n s o n et a l (2 0 0 4 )
Model of Hierarchy of engagement by Penna
The CIPD model of Employee Engagement
BW Model – Five Levels of Engagement
S o u r c e : h t t p : / /w w w . t h e ca r e e r ca f e. c o . u k / i m a g e s / B W m o d e l o f e n g a g e m e n t. p n g
BW Model – Five Levels of Engagement
Engagement Drivers
So u rc e : w w w. m j m a l l o w s . a m p l i fy . c o m
The Components of Engagement
APGAR Sign 2 1 0
Activity(Getting Results )
I accomplish a lot
every day
Okay mix of
activity and rest
Counting days to
retirement
Pulse(caring for your work )
I am full of
heartfelt caring
I am still
breathing
I repulse work
Employee Engagemt APGAR : Are you a Perfect 10 ?
What is your Engagement APGAR Score ?
Activity, Pulse , Grimace, Appearance, Respiration
Grimace(Happiness at Work)
Work is grin I am
happy
I am mostly
happy working
Work is grim , I am
not happy
Appearance (Fully Engaged at work)
I am fully at work-
focused and
present
I am mostly at
work when I am
there
I put in an
occasional
appearance
Respiration(Inspiration)
Work is inspiring I am still
breathing
Work is suffocating
Score out of 10
Sour ce:D avi dZin ger ,2 01 0
Source:www.inveniamblue.com
Engagement & Depression , Anxiety
Engagement Pyramid
source : www. rob-berman.com
o u r c e : w w w . p s y c h e c o n s u l t i n g. o r
AAA Model of Engagement
Individuals: Ownership, clarity and
action. Individuals need to know what they
want — and what the organization needs —
and then take action to achieve both.
Managers: Coaching, relationships and
dialogue.Managers must understand each
individual’s talents, interests and needs and
then match those with the organization’s
objectives — while at the same time creating
IME Model of Employee Engagement
objectives — while at the same time creating
personal, trusting relationships. Furthermore,
they need to discuss engagement often.
Executives: Trust, communication and
culture. Executives have to demonstrate
consistency in words and actions,
communicate a lot (and with a lot of depth),
and align all business practices and behaviors
throughout the organization to drive
results and engagement.h t t p : / /w w w . b l e s s i n g w h i t e. c o m / E E E_ _ r e p o r t. a s p
Engagement Model
House of Engagement
S o u r c e : w w w. e m p l o y e s u r v e y s. c o. u k
Research Analysis
Employee
Alignment towards
Brand
Communication &
Feedback
Infrastructure
Display of Genuine
Proposed Integrated Model of Employee Engagement
Managerial
Leadership
DisplayJob Design
Display of Genuine
Concern
Explanation in next Slide
Proposed Model for Current Employer
Employee Perception of Brand Alignment / Pride -Employee Alignment towards brand
-Clear understanding of Vision , Mission and Departmental Strategy .
Managerial / Leadership Behavioral Display
-Consistency in Behavior (Behaving the same way in all times and contexts
-Integrity of Behavior (Consistency between words and deeds & explanations of managerial actions.)
-Visible behavior regarding discouraging sycophants. (encouraging zero level office politics)
-Employees perception of Fairness in PMS, Training Nomination,
sharing information regarding employees concern.
- Concern in rewarding employees fairly on achieving Targets/ outstanding work.
Communication/ Feedback
-Consistent communication related to employees work and role.
- Micro level Communication related to happenings in the department and macro level communication of organization
- Concern in rewarding employees fairly on achieving Targets/ outstanding work.
Job Design -Task Significance , Task Feedback, Job Resource, Workload Assessment
-Clear Reporting Structure Understanding & Workload Assessment
-Compensation fairness
Infrastructure
-Organization infrasturce with all basis amenities.
-HR / Admin Support in basic maters
-Platform for socializing the employees.
Genuine Concern
-Genuine concern & care for employee well being .
-Genuine concern for employee development
* Need to work on devising and strengthening each drivers through HR Interventions
•
•
•
•
Positively Engaged
End Results of Employee Engagement
•
•
Negatively Engaged
Humor
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