Employee Engagement Flashcards
Employee engagement
3 categorizing factors
Certain employee and employer/workforce characteristics can lead to employee behaviors that positively influence individual- and business-level performance.
Can be characterized by:
Vigor. Employees show high levels of energy and invest effort into their work.
Dedication. Employees are involved in their work and have a sense of pride and enthusiasm about it.
Absorption. Employees are fully concentrated on and completely engrossed in their work.
Trait engagement
inherent personality-based elements that make an individual predisposed to being engaged—a natural curiosity, a desire to be involved, an interest in problem solving.
State engagement
is influenced by workplace conditions or practices (e.g., task variety, opportunities to participate in work decisions) that can be improved through organizational interventions directly under management’s control.
Behavioral engagement
Occurs when both trait engagement (possessing traits like initiative, curiosity, and risk taking) and state engagement (for example, increasing autonomy and control over work) exist and are manifested in how employees approach their jobs.
Transactional engagement
employees appear engaged, for example, by working longer hours and even responding as such in engagement surveys, but are only doing so because that is the organization’s expectation and they want to be rewarded.
Aon Hewitt engagement model:
Work experience drivers of engagement
Engagement outcomes
Work experience factors impacting engagement: Engaging leadership Talent focus The work The basics Agility
Engagement outcomes: Say, Stay, Strive
Interaction Between Employee Engagement and Well-Being
High E/Low W
Low E/High W
Low E/Low W
High E/High W
Highly engaged/low wellbeing: high productivity and burnout, more likely to leave
Low engagement/high wellbeing: likely to stay with the organization but were less committed to the organization’s goals.
Low engagement/low wellbeing: least contribution from employees
High engagement/high wellbeing: most contribution from employees, productive and happy
Mechanistic organizational culture
Tasks and responsibilities are defined clearly to the employees and shaped by formal rules and standard operating procedures.
Communication processes follow the direction given by the organization.
Accountability is a key factor.
High performance organizational culture
Talent is championed.
Innovation, elevated performance, customer-centric strategies, relationships, communication, and other characteristics are driven from the bottom up.
Engagement strategy definition
best practices
Specifies how engagement efforts will be sustained over time
Commit long-term Measure consistently Tie engagement to business results Seek employee input Gain leadership support
Job enlargement
Being given more lateral responsibilities - ex. a customer service rep with 5 standard tasks is given 2 additional tasks of similar scope
Job enrichment
Being given more vertical opportunities - ex. a customer service rep gets greater involvement in decision making and control
Employee attitude survey
generally related to culture, “finger on the pulse”
employees’ perceptions of such topics as company culture and company image, the quality of management, the effectiveness of compensation and benefits programs, organizational communication and involvement issues, diversity, and safety and health concerns.
Employee opinion survey
more specific on a particular issue
seek to gain opinions on specific processes an employee performs, safety procedures, or some other issue the employer may be evaluating or considering.
Employee engagement survey
focus on overall employees’ level of job satisfaction, commitment, and morale. Survey questions or statements should explicitly link to business objectives.
