EMPLOYEE

Working Definition of Employee Engagement

“Employee Engagement” is not exactly a recent phenomenon. Researched from 1920s, a succession of management and behavioral thinkers have investigated deep into this subject and have added significant insight in this area.

Employee Engagement is variously known as Employee ownership, Employee Motivation, Employee Involvement, Commitment, Loyalty, etc.

Definitions: Productive members of an organisation who are

psychologically committed to a role in the organisation in which they use their talents.

Deliverables An engaged employee is a person who is

fully involved in, and enthusiastic about, his or her work.

Engaged employees care about the future of the company and are willing to invest the discretionary effort – exceeding duty’s call – to see that the organization succeeds.

Engaged employees are more productive than their disengaged counterparts.

Engaged employees believe that they can make a difference in the organizations they work for.

How to measure Employee Engagement

Key Ingredients by which Employee Engagement can be measured are: Tenure with the organisation Display of emotional involvement in what they do Doing in more than what is expected. Displaying pride in the place they work.

Drivers of Engagement

1. Elton Mayo, 1932 – The Hawthorne Effect Started originally to examine the physical and environmental influences of the workplace.2. Abraham Maslow, 1943 – Maslow Hierarchy of needs

He saw 5 set of goals which he called as Needs. He called the Needs as Physiological Needs, Safety, Love, Esteem and Self – Actualisation. 3. Douglas McGregor, 1957 – Theory X & Theory Y

Managements assumption about the employees

Models of Employee Engagement

Since the Names of the Models are not mentioned, we will name them as A, B, C, D.

Model A Employee engagement is seen as the outcome of 4 dimensions: Basic needs: Clarity work, materials and equipment Management Support: Encouragement, caring, supervision,

recognition, person-job-fit. Teamwork: Best friend, co-workers, commitment to quality, clarity

of organizational purpose, value for one’s opinion. Growth: Opportunity to learn, tangible progress.

Model B Engagement is seen as flexible effort and as the result of 7

dimensions:1. Understanding how work contributes to the company’s overall

success.2. Being personally motivated to help the company succeed.3. Being willing to put good deal of effort of what is expected.4. A sense of personal accomplishment from the job5. Recommend company to friends as a good place to work.6. Company inspiring one to give the best7. Company values being aligned to personal

Model C Engagement is seen as a measure of emotional and

intellectual commitment that employees have to their organisation. In this model, the drivers of Engagement are seen as:

1. Compensation2. Opportunities3. People 4. Procedures5. Quality of Life6. Work

Model D This model looks at engagement as translating into a

great workplace. There are 5 drivers of a great workplace:

1. Credibility: Communication, Competence, Integrity2. Respect: Professional Development and appreciation,

collaboration in decisions.3. Fairness: Equity in rewards, impartiality, justice.4. Pride: In ones work, in team output, in Organization's

products5. Comradeship: Being oneself, friendly workplace,

sense of family / team.

Who really holds the Key

Organizations: Organizations would like employees to be engaged Managers: Managers see care and concern for employees as almost

coming in the way of task accomplishments, something for which he is paid.

Employer: Employer engagement somehow does not seem to be a matter to be considered.

10’c of employee engagement

Connect - Management Career – Meaningful work Clarity - Direction Convey - Feedback Congratulate - Appreciation Contribute – Strategic objective Control – Decision Making Collaborate – Team Output Credibility – High Ethical standards Confidence – High Performance standards, Role Models

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