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HRM > Engagement > Flashcards

Engagement Flashcards

1
Q

What does MacCormick eat al 2012 find about engagement

A

Engaged workers are argued to work more hours and work with greater intensity and focus that less engaged workers

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2
Q

What does Khan identify as 3 conditions influencing engagement

A

Meaningfulness- how meaningful is it for me to bring myself to this performance
Safety- how safe is it for me to bring myself to this performance
Availability- how available am I to bring myself to this performance

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3
Q

What are bridgers three dimensions of engagement

A

Intellectual- think about job and how to do it better
Affective engagement- think positively about how to do the job
Social- actively take opportunities to discuss work related improvement

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4
Q

What is the difference between employee engagement and work engagement

A

Employee engagement is an approach taken by organisations to manage their workforce rather than a psychological state experienced by employees in the performance of their work

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5
Q

Employee engagement

A

Linked with social exchange theory
Social relationships are views as exchange processes in which people make contributions for which they expect certain outcomes

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6
Q

Work engagement

A

An individuals state of mind while at work

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7
Q

Lacey and Schindler

A

Trait
State
Behaviour

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8
Q

What are the drivers of employee engagement

A

If employees believe a new policy or system is going to be beneficial to them they are more likely to increase their level of engagement

Performance appraisal 
Relationship between supervisor 
Team climates 
Regular feedback 
Role clarity 
Job enrichment and task variety
Participation in decision making
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9
Q

How does Wilkinson put engagement into context

A

Drivers of engagement
Employee engagement
Employee performance outcomes
Organisational performance outcomes

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10
Q

What is macleod and clarkes definition of employee engagement

A

A workplace approach designed to ensure that employees are committed to their organisations goals and values, motivates to contribute to organisational success and able at the same time to enhance their own sense of well being

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11
Q

What are Watson’s direct and indirect control attempts

A 
Direct
Close supervision and monitoring
Tight rules
Centralised
Low commitment culture
Indirect
Empowerment and discretion 
Loose rules
Flexible procedures
Decentralised 
High commitment culture 
High trust
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12
Q

What are the implications of Watson’s work design strategies

A 
Direct
Jobs are skilled and fragmented 
Worker does same skill most of the time 
Worker is closely supervised 
Quality of work checked by inspector

Indirect control
Worker has range of skills
Doing and thinking are combined
Worker has different tasks

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13
Q

What are Hackman and oldhams job characteristics

A 
Job variety
Job autonomy 
Feedback
Significance 
Identity
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14
Q

What is job crafting

A

Employees independently modify aspects of their job to improve the fit between characteristics of their own needs and abilities

Employees craft the task they fulfill
Employees craft interpersonal relationships
Employees craft cognitive stance

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15
Q

What did Schaufeli identify as a way to measure work engagement

A

Work engagement scale

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16
Q

What is the JD-R model

A

How resources can help achieve work goals or reduce job demands and can thus encourage employees to feel more engaged

17
Q

What are macleod and Clarke’s 4 pillars of engagement

A

Leadership
Engaging managers
Employee voice
Organisational integrity

18
Q

What are maslach’s six areas leading to burnout and engagement depending on how they are managed

A 
Work load 
Control
Rewards
Perceived fairness
Community 
Values
19
Q

What does Torrington say about engagement

A

A workforce which is engaged is more likely to be productive and meet targets than one who isn’t
There is a need to provide jobs which are genuinely satisfying, along with career development opportunities, as much autonomy and involvement as practicable

20
Q

What does Purcell say

A

Engagement is certainly associated with better organisational performance

Engaged workers 
Show positive emotion
Experience better health
Create own job and personal resources 
Transfer engagement to others

Dark side to engagement
Too much and you can experience burnout, health problems and disengagement

Most popular methods are
Suggestion schemes and recognition and reward

21
Q

What did the Gallup studies find

A

56% not engaged- walking through workday

15% actively disengaged- undermine what engaged workers accomplish

HRM (7 decks)

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