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EEngage your ngage your EEmployees mployees on a journey to on a journey to
EExcellencexcellence
Bertien Kamping
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Proper Proper SelfishnessSelfishness
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Today’s programme
• The nature and the importance of Employee Engagement at Nottingham University
• A theoretical framework around Employee Engagement• Three (innovative) techniques that can be used with staff to
improve involvement and innovation• Generating ideas and inspiration for the development of
personal action plans • Experience how questioning skills can empower others
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ViteVite - - Rendez vousRendez vous
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Start with Start with
the end in mind…the end in mind…
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Excellence
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Employee EngagementEmployee Engagement
Flavour of the month? Old wine in a
new bottle?
Digging deeper
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DefinitionDefinition
“…harnessing organisational members’ selves to their work roles. Engaged employees employ and express themselves physically, cognitively and emotionally as they perform their roles”
Kahn. W(1990) “Psychological conditions of personal engagement and disengagement at work”
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Engagement
EnergyEnergy
InvolvementInvolvement
EfficacyEfficacy
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Scientific Management
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Hawthorne experimentHawthorne experiment
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1970’s employee participation1970’s employee participation
Trust
Decision Making
Organisational Effectiveness
Employee performance
Increased productivity
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Where is the theoretical glue?
Mc Gregor’s theory Y:
“Employees want to take responsibility for their work, they desire the opportunity for personal development within their job and what to achieve organisational goals”
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The theory of planned behaviour
Theory of planned behaviour, Ajzen and Fishbein (1980)
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The theory of planned behaviour
Theory of planned behaviour, Ajzen and Fishbein (1980)
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Perspectives on Employee Perspectives on Employee InvolvementInvolvement
• Traditional versus Current
• Supplement Initiative and replacement
Initiatives
• Direct, indirect and financial participation
• Employee involvement continuum
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Higher EducationHigher Education
• Personal Attitude: need for achievement, sense of
competency, sense of professionalism
• Subjective norm: formalisation and centralisation; work
group influences
• Perceived behavioural control: perceptions of the attitude of
the organisation towards its employees, fairness in staff
decisions; advancement and pay; leadership styleThornhilll, Lewis and Saunders
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HowHow
• Communication down the organisation
• Communication up the organisation
• Job design
• Financial Participation
• Leadership and management style
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Alignment with vision and valuesAlignment with vision and values
• Raglan
• United Utilities
• Liverpool Mutual Homes
• LA in Yorkshire
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ConclusionConclusion
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Overall, how involved do you feel Overall, how involved do you feel people are at Nottingham people are at Nottingham Univeristy?Univeristy?
On a scale from 1 to 10On a scale from 1 to 10
Overall, how involved Overall, how involved do think members of do think members of staff feel at Nottingham staff feel at Nottingham university?university?
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Creativity challenge
• Outrageous Opposites
• Building on
• Lateral thinking
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My visionMy vision
Working in a group of three:
One personimagines their vision
10 minute taskOne person
asks great questions
10 minute task
One personwrites it all down
10 minute task
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Reflection
Defining excellence
Benefits of involvement
Formulating your vision