the engagement factor part ii: engagement in independent agencies j. lee whittington, phd university...
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The Engagement Factor “70% of U.S. workers are not engaged at work”TRANSCRIPT
The Engagement Factor Part II: Engagement in Independent Agencies
J. LEE WHITTINGTON, PhDUniversity of Dallas; Satish & Yasmin Gupta
College of Business
The Engagement Factor
An Evidence-based Approach for Building a High Performance
Organization
J. Lee Whittington, Ph.D.The University of Dallas
The Engagement Factor
“70% of U.S. workers are not engaged at work”
We Need an Evidence-Based Approach
HR Value ChainRecruitment, Selection,
Orientation and Socialization
Organizational Strategy(e.g. service excellence, innovation, low-cost provider)
Full-Range Leadership
ENGAGEMENT
Performance Planning and Evaluation, Pay and Rewards,
Training and Development, Career Development
Employee Separation
Performance• In-Role
• Extra-Role (OCB)
Enriched Jobs
Goal Setting
Mac
ro-L
evel
Mic
ro-L
evel
Trust
HR Value ChainRecruitment, Selection,
Orientation and Socialization
Organizational Strategy(e.g. service excellence, innovation, low-cost provider)
Full-Range Leadership
ENGAGEMENT
Performance Planning and Evaluation, Pay and Rewards,
Training and Development, Career Development
Employee Separation
Performance• In-Role
• Extra-Role (OCB)
Enriched Jobs
Goal Setting
Mac
ro-L
evel
Mic
ro-L
evel
Trust
The Engagement Factor
What is Engagement?
“The simultaneous employment and expression of a person’s ‘preferred self’ in task behaviors that promote connections to work and to others, personal presence, and active full role performances.”
What is Engagement?
Physical engagement: the energy exerted and the physical involvement within the job. Emotional engagement: the level of pleasantness and enthusiasm experienced at work. Cognitive engagement: the intensity of focus and concentration applied while performing work related tasks.
Antecedents to Engagement:The HR Value Chain
On-Boarding On-Going Off-Boarding
• Recruitment
• Selection• Hire for “Fit”
• Orientation
• Socialization
• Employee Separation
• Pay & Rewards Training & Development
• Career Development & Management
• Constructive, Corrective & Timely Correction of Deviance
The Importance of Hiring for “FIT”
Individual JobSkills Requirements
Needs Rewards
Values Culture
Antecedents to Engagement:The Performance-Management System
Use a participative method for goal-setting.
Clarify expectations
Create S-M-A-R-T Goals
Provide frequent informal expectation feedback
Use the performance plan as the basis for the performance evaluation
Antecedents to Engagement:MEANINGFULNESS
• The quest for meaning is a universal human need and there is a growing recognition that people have a strong desire to experience work as meaningful.
• Meaningfulness means that both the work itself and the context within which the work is performed is perceived as purposeful and significant.
• When people are pursuing a profound purpose or engaging in work that is personally important they experience significant positive effects.
WAMI: The Work and Meaning Inventory
• Positive Meaning: individuals want their work to matter and to be meaningful
• Meaning-making Through Work: translates the concept of an individual’s work into a broader context.
• Greater Good Motivations: work has more meaning if it impacts other individuals
Antecedents to Engagement:MEANINGFULNESS at Work
People want to be involved in something greater than themselves. Meaningfulness at work can be enhanced by providing a sense of meaning by being part of an organization instead of what an individual does. This is done by transformational leaders who connect the individual’s contribution to this larger purpose.
Antecedents to Engagement: Full Range of Leadership
Effective
ActivePassive
Ineffective
Laissez-faire
Contingent Reward1
Inspirational Motivation2
Mgt by Exception – Passive1
Mgt by Exception - Active1
Idealized Influence2
Intellectual Stimulation2
Individualized Consideration2
1- These leader behaviors are typically described as Transactional Leadership
2-These leader behaviors are typically described as Transformational Leadership
Full-Range LeadershipIntellectual Stimulation
Intellectual stimulation shows the degree to which you encourage others to be creative in looking at old problems in new ways, create
an environment that is tolerant of seemingly extreme positions, and nurture people to question their own values and beliefs and those of the organization.
Full-Range LeadershipIndividualized Consideration
Individualized consideration indicates the degree to which you show interest in others’ well-being, assign projects individually, and pay attention to those who seem less involved in the group.
Full Range of LeadershipIdealized Influence
Idealized influence indicates whether you hold subordinates’ trust, maintain their faith and respect, show dedication to them, appeal to their hopes and dreams, and act as their role model.
Full Range of LeadershipInspirational Motivation
Inspirational motivation measures the degree to which you provide a vision, use appropriate symbols and images to help others focus on their work, and try to make others feel their work is significant.
Full-Range LeadershipContingent Reward
Contingent reward shows the degree to which you tell others what to do in order to be rewarded, emphasize what you expect from them, and recognize their accomplishments.
Antecedents to Engagement:MEANINGFULNESS in Work
Meaningfulness in the work involves organizational practices that enrich the job themselves. These practices enhance the individual employee's fit with their job. Among the practices that may increase meaningfulness in the work are job redesign efforts, increased employee involvement, efforts to clarify the connection between meeting performance expectations and rewards.
Critical Psychological
States
CoreJob
Dimensions
Individual and Organizational
Outcomes
Growth Need Strength +
General Satisfaction
High Internal Motivation
High Levels of Performance
Satisfaction
Low Turnover & Absenteeism
Sense of Meaningfulness
Sense of Responsibility
Knowledge of Results
Task Variety
Task Identity
Task Significance
Autonomy
Feedback
JOB CHARACTERISTICS MODEL
Antecedents to Engagement:Bringing MEANINGFULNESS to Work
Employees have an “inner life” that nourishes and is nourished by meaningful work that takes place in the context of community.Work may be the preeminent venue through which people give expression to their "innermost essence.“People who view their work as a calling see their work as having intrinsic value. These individuals do not work merely for financial rewards or for advancement, but for the fulfillment that doing the work brings.
2015 IIAT Survey of Engagement Factors
IIATAverage
ResponseScale Format
Comparison SampleAverage
ORGANIZATIONAL-LEVEL DRIVERS: • Human Resource Value Chain 3.44 5-point 3.28• Performance Management System 3.59 5-point 3.46
MICRO-LEVEL DRIVERS:• Job Characteristics-Actual 4.09 5-point 3.69• Job Characteristics-Desired 4.24 5-point 4.01• Quality of Leader-Follower
Relationship5.46 7-point 5.03
• Trust in the Leader 5.79 7-point 5.03• Transformational Leadership 5.22 7-point 4.70• Contingent Reward 5.08 7-point 4.78EMPLOYEE OUTCOMES:• Engagement 4.21 5-point 3.94• Job Satisfaction 5.10 7-point 4.60• Affective Commitment 5.33 7-point 4.19
• Organizational Citizenship Behavior 4.215-point 4.00