Concept

&

Proposed “Integrated Employee

Engagement Model” Presentation

Vinay Ravindran

� Why Engagement is important

� Definition of Engagement

� Three Types of Employees

� Gallup Questionnaire

� Current State of Employee Engagement

� Types of Commitment

� Quote

� Drivers of Engagement

� Employees reaction towards five core job dimensions

� Job Demand Resource Model

� Behavior linked with Employees Managerial Trustworthiness

� Components of Transformational Leadership

� Perception of Fairness

Trait Engagement

Presentation Flow

� Trait Engagement

� Psychological Conditions of Engagement

� Drivers of Perceived organization support

� Psychological State Engagement

� Cognitions reflecting work & role Orientation

� Critical Information for Empowerment

� Characteristics of Engagement

� Dimensions of Organization Citizenship behavior

� Model of Antecedents & Consequence of employee engagement

� A reflection of employee engagement models and its drivers stated by different Management Gurus .

�Proposed Integrated Model of Employee Engagement for my current Employer� End results of Employee Engagement

Why is Employee Engagement so important

Engaged Employees will be key to competetitive advantage with changing nature

of work & diversity of workforce.

Companies that have understood the conditions that enhance the employee

engagement has created a work culture which competitors will find very

difficult to imitatedifficult to imitate

Co n t i n u e d…

In fast changing business environment it is difficult to precisely specify

roles and responsibilities and employees had to make decisions based on

ambiguous situations.

Why is Employee Engagement so important

Many employees are looking for environments where they can be

be engaged and feel that they are contributing in a positive way to

something larger than themselves

Definition of Engagement

• “the illusive force that motivates employees to higher or lower levels of performance.

Wellins & Concelman

Maslach• Engagement can be characterized by

energy , involvement, and efficacy.

Attitudinal & Behavioral Definition of Engagement

• “Positive , fulfilling work related state of mind that is chracertrised by vigor, dedication, and absorption.

• Defined active engagement as “high levels of activity, initiative & responsibility . ”Dvir

Schaufeli

energy , involvement, and efficacy.

Question remains engagement is a unique concept or merely a repacking of other

constructs, different researcher has have defined engagement both attitudinally and behaviorally

Say, Stay Strive

1 2 3

Gallup Questionnaire

Engagement Above basic loyalty to the employer

Current State of Employee Engagement

Beyond simple satisfaction with the

employment arrangement

Engagement

• Employees who want to belong

to the organization.

Affective Commitment

Commitment

• Employees who need to belong

to the organizationContinuance Commitment

Quote

HR SYSTEM

•Organization Design

•Job Design

•Staffing

•Rewards

•Training & Development

•Performance

Management

• Leadership &

Development

•Work Life Benefits

JOB CHARACTERSTICS•Skill Variety

•Task Identity

•Task Significance

•Task Autonomy

•Job Feedback

•Job Resources

•Job Demands

ROLE

•Role Clarity

•Role Fit

COWORKERS

•Social Identity

•Support

•Trust

MANAGEMENT

•Support

TRAITS

•Proactive Personality

•Autotelic Personality

•Positive Affectivity

•Conscientiousness

•Self Efficacy

•Self –Esteem

•Locus of Control

PSYCHOLOGICAL CONDITIONS OF

ENGAGEMENT

•Meaningfulness

•Psychological Safety

•Psychological Availability

•Perceived Organization Support

•Psychological Contract Fulfillment

PSYCHOLOGICAL STATE OF

ENGAGEMENT

•Job Involvement

•Empowerment

•Affective Commitment

•Positive Affectivity

BEHAVIORAL ENGAGEMENT

•Organizational Citizenship Behavior

Drivers of Engagement

•Work Life Benefits•Support

•Clear Expectations

•Feedback

•Recognization

•Trustworthiness

•Consistency

•Integrity

•Fairness

LEADERSHIP

•Transformational

•Openness

•Vision

PERCEPTION OF

FAIRNESS

•Distributive

•Procedural

•Interactional

•Organizational Citizenship Behavior

•Performance;,Profienciency;

•adaptivity;resiliency,

•innovation

STRATEGIC OUTCOMES

•Productivity

•Quality

•Customer Satisfaction

FINANCIAL /MARKET PERFORMANCE

•revenue

•profits

•Market Value

Drivers of Engagement

HR System is primary driver of employee engagement

Staffing, Training and development practices contribute to the development of employee competencies that enhance competitive advantage .

Rewards, benefits and performance management practices help Rewards, benefits and performance management practices help motivate employees to behave in a way that benefit the organization.

Organization and job designs help to create a work environment that is conducive to employees development and effective work systems.

Effective Management & Leadership development helps to ensure productive fair working environment

Including

Drivers of Engagement

•The Degree to which the job requires completing a whole piece of work from beginning to end with a visible outcome .Task Identity

Skill Variety The Degree to which a job requires a variety of

different activities and a number of different skills to carry

out the work,

EMPLOYEE REACT POSITIVELY TO FIVE CORE JOB

DIMENSIONS

EMPLOYEE REACT POSITIVELY TO FIVE CORE JOB

DIMENSIONS

•The degree to which the job as a substantial impact on the lives of other people –in the immediate organization or external environment

Task Significance

•The Degree to which the job provides substantial freedom, independence and discretion in scheduling the work and in determining the procedures to carry out the work.

Autonomy

Feedback •The degree to which the individuals obtains direct and clear

information about the effectiveness of his or her performance

• Physical , psychological social or organizational feature s that are related psychological and or psychological costs (work over load, job insecurity, role ambiguity, role conflict.)

• The Job demands may become stressors in situations that require high effort to sustain an expected performance level consequently eliciting negative response , including burnout .Job Demand

• Physical , psychological social or organizational

Job Demand Resources Model

• Physical , psychological social or organizational features of a job that help achieve work goals , reduce , job demands, and stimulates personal growth learning and development(Job control, access to information, performance feedback, and social support

Job Resources

• High job resources relative to job demands promote engagement , whereas low job resources relative to job demands contribute to burnout and reduced engagement.

Relationship of

resources to Demands

Cognitive AffectiveBASIS FOR

INTERPERSONAL

TRUST

Coworkers

•

•

When People are working together they share beliefs and affective experiences and thus show similar motivational and behavioral patterns .

Coworkers

Coworkers may feel collective emotions, collective moods or group affective tone.

Share perceived collective efficacy

Affective Relations among group are also

Show high group potency and share engagement as a motivational construct.

Be involved in positive as well as negative psychological contagion process.

among group are also referred as morale,

cohesion & rapport

Supervisors who foster a supportive work environment

D is p la yCo n c e r n fo re m p l o y e e s ‘n e e ds a n df e e l i n g s.P r o v i d ep o s i t i v ef e e d b a c k

E n c o u ra g eE m p l o y e e st oDevelop new skills

Behavioral Consistency

• Behaving in the same manner across time and contexts.

Behavioral Integrity

• Consistency between words and deeds.

Sharing and delegation of

control

• Employee Participation in decision making.

Communication

• Accuracy, explanations & Openness

• Accurate explanations for managerial actions.

Demonstration of Concern

• Consideration, protecting employees’ interests and refraining from exploitation.

Categories of behavior linked with Employees’ perceptions

of Managerial Trustworthiness

actions.

Idealized Influence

*

.

Inspirational Motivation

Components of Transformational Leadership

Intellectual Stimulation

*

Individualized Consideration

*

Perception of fairness

• The fairness of outcome distributions.

Distributive

Justice

• The fairness of the procedure used Procedural

Justice • The fairness of the procedure used

to determine outcome distributions.Justice

• The fairness and quality of interpersonal treatment employees experience.

Interactional Justice

Trait Engagement

Autotelic Personality

* A General propensity to mentally transform potential threats into enjoyable challenges

Trait Positive Affectivity

* A proclivity for active interaction with ones environment that * A proclivity for active interaction with ones environment that might lead to expansive and friendly behaviors resulting in more effective relationships with coworkers and superiors

Proactive Personality

* Consistently taking action and overcoming opposition

to change things for the better.

Conscientiousness

* Dependability, carefullness,throughness,res

ponsibility,and

perseverance

Psychological Conditions of Engagement

Psychological Meaningfulness

A feeling that one is receiving a return on investments of ones self in a currency of physical, cognitive, or emotional energy.

Psychological Safety

The employees “sense of being able to show and employ one’s self without fear of negative consequence to self image , status of career.

Psychological Availability

An individuals belief that he /she has the physical , emotional , or cognitive, resources to engage the self at work.

Dimensions of Psychological

Meaningfulness

-Employees feel that they make a significant contribution towards the achievement of organizational goals.

-Employees feel that the organization adequately recognizes their contributions.

-Employees feel that their work is challenging and conducive to personal growth.

image , status of career.

Dimensions of psychological

Safety

- Management is perceived as flexible and supportive and employees feel control over their work.

- Organization roles and norms are perceived as clear.

- Employees feel free to express their true feelings and core aspects of their self concept in work roles.

self at work.

Physical Demands

Most jobs require some level of physical challenges that may result in injuries.

Emotional Demands

Dimensions of Psychological Availability

Emotional Demands

Some Jobs require much emotional labor –the frequency , duration and intensity of emotional displays can decrease emotional resources and lead to exhaustion.

Cognitive Demands

Some roles require most information processing than in individuals can handle overwhelming their ability to think clearly with too many balls in the air.

Drivers for perceived

Fairness

Supervisor

Drivers of perceived Organization Support

perceived Organization

Support

Favorable Job Conditions

Organization Rewards

Supervisor

Support

Association with Psychological Contract Fulfillment

Positive

Job Satisfaction

Job Satisfaction

Negative

Intention to quit

Intention to quit

Organization CommitmentOrganization Commitment

Organization Citizenship

Behavior

Organization Citizenship

Behavior

Performance Performance

Psychological State Engagement

Job Characteristics Au to n o m y, s ki l lv a rie t y, t a s ki de n ti t y &s ig n i fic a nc e

Supervisory Behaviors E, gCo n s i de r a t i o n &p a r t ic i p a t i o n

Antecedent Influences on Job Involvement

Individual DifferencesE, g in te rn a lm o t iv a t i o n

Attention

-

Role Engagement

Absorption-.

Role Engagement

Meaning Competence

Self Determination Impact

Psychological Empowerment

Meaning

•

Competence

•

Self –determination

•

Impact

•

Cognitions Reflecting work Role Orientations

Critical Information for Empowerment

• People won’t take initiative until they understand an organizations direction.

• Helps to create a sense of meaning and purpose.

• Enhance an individuals ability to make /influence decisions aligned with the organization's

• People need to understand how well their work units are performing in order to maintain /improve performance in the future.

aligned with the organization's goals .

Mission of the Organization

Performance Information

Affective Commitment

EMPLOYEE REMAIN BECAUSE THEY WANT TO

• Develops due to personal involvement identification with relevant target and value congruence.

Continuance Commitment

EMPLOYEE REMAIN BECAUSE THEY NEED TO

Commitment Types

EMPLOYEE REMAIN BECAUSE THEY NEED TO

• Develops as a result of accumulated investments, or side bets, that would be lost if the individuals discontinued a course of action or chose an alternative to the present course

Normative Commitment

EMPLOYEE REMAIN BECAUSE THEY OUGHT TO

• Develops as a function of cultural and organizational socialization and the receipt of benefits that activate a need to reciprocate.

• Individuals adopt attitude and behaviors in order to be associated with a satisfying , self –defining relationship with another person or group.

Identification

Critical Information for Empowerment

• Individuals adopt attitudes and behaviors because their content is congruent with their own value systems.

Internalization

• High levels of energy and resilience, the willingness to invest effort in one’s job the ability to not be easily

fatigued, and persistence in the face of difficulties.Vigor

• A strong involvement in one’s work , accompanied by feelings of enthusiasm and

Dedication

Characteristics of Engagement

accompanied by feelings of enthusiasm and significance, and by a sense of pride and inspiration.

Dedication

• A pleasant state of total immersion in ones’s work , which is characterized by time passing quickly and being able to detach oneself from the job.

Absorption

Altruism

• Helping others with their

Conscientiousness

• Being on time , having good

Courtesy

• Notifying others before

Sportsmanship

• Maintaining a positive

Civic Duty

• Attending meetings ,

Dimensions of Organizational Citizens Behavior

with their work, orienting new people.

having good attendance making proper use of work time.

others before acting in a way that will affect them .

positive attitude and not complaining.

meetings , reading organizational commitment .

• “fulfills the prescribed or

Adaptivity

• “initiates change , is self

Independence Factors in Modern performance concept

• “fulfills the prescribed or predictable requirements of the role”.

Proficiency

• “Copes with respond to and supports change.”

• “initiates change , is self starting and future directed.

Proactivity

Model of Antecedents & Consequence of Employee Engagement

A Reflection of Employee Engagement Models & Drivers

studied by Different Management Gurus.

Irmer & Jorgensen

Boston Consulting

Zinger Model – Engagement for Results

Employees Managers

EMPLOYEE

FRUSTRATION

ORGANISATION

STRAIN

VALUE

CONFLICT

I

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P

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R

T

A

N

C

Eht t p : / /w w w. e c a d e m y. c o m /n o d e. p h p ? i d= 8 8 4 0 1

FRUSTRATION STRAIN

DELIVERY

CONFLICT

A

G

R

E

E

M

E

N

M

T

Towers Perrin

Employee Engagement Grid

S o u rc e : w w w. w i l l i s l a ng fo r d.c o m

s o u r c e : w w w. h u m a n t e l l ig e n c e. c o m

3 Components of Employee Engagement

Engagement Model

Four Dimensions of Employee Engagement

Engagement Model

s o u r c e : w w w. a s p i r et a l e n t m a n a g e m e n t. c o m

Engagement Model

S o u r c e : w w w. b p a n z. c o m

Connection between Engagement and Well -being

Source: www.abhishekmittal.com

Engagement Model

s o u r c e : w w w. h r p e o p l e. m o n st e r. c o m

Engagement Model

S o u r c e : w w w. s c ot l a n d. g o v. u k

Engagement Model

S o u r c e : R o b i n s o n et a l (2 0 0 4 )

Model of Hierarchy of engagement by Penna

The CIPD model of Employee Engagement

BW Model – Five Levels of Engagement

S o u r c e : h t t p : / /w w w . t h e ca r e e r ca f e. c o . u k / i m a g e s / B W m o d e l o f e n g a g e m e n t. p n g

BW Model – Five Levels of Engagement

Engagement Drivers

So u rc e : w w w. m j m a l l o w s . a m p l i fy . c o m

The Components of Engagement

APGAR Sign 2 1 0

Activity(Getting Results )

I accomplish a lot

every day

Okay mix of

activity and rest

Counting days to

retirement

Pulse(caring for your work )

I am full of

heartfelt caring

I am still

breathing

I repulse work

Employee Engagemt APGAR : Are you a Perfect 10 ?

What is your Engagement APGAR Score ?

Activity, Pulse , Grimace, Appearance, Respiration

Grimace(Happiness at Work)

Work is grin I am

happy

I am mostly

happy working

Work is grim , I am

not happy

Appearance (Fully Engaged at work)

I am fully at work-

focused and

present

I am mostly at

work when I am

there

I put in an

occasional

appearance

Respiration(Inspiration)

Work is inspiring I am still

breathing

Work is suffocating

Score out of 10

Sour ce:D avi dZin ger ,2 01 0

Source:www.inveniamblue.com

Engagement & Depression , Anxiety

Engagement Pyramid

source : www. rob-berman.com

o u r c e : w w w . p s y c h e c o n s u l t i n g. o r

AAA Model of Engagement

Individuals: Ownership, clarity and

action. Individuals need to know what they

want — and what the organization needs —

and then take action to achieve both.

Managers: Coaching, relationships and

dialogue.Managers must understand each

individual’s talents, interests and needs and

then match those with the organization’s

objectives — while at the same time creating

IME Model of Employee Engagement

objectives — while at the same time creating

personal, trusting relationships. Furthermore,

they need to discuss engagement often.

Executives: Trust, communication and

culture. Executives have to demonstrate

consistency in words and actions,

communicate a lot (and with a lot of depth),

and align all business practices and behaviors

throughout the organization to drive

results and engagement.h t t p : / /w w w . b l e s s i n g w h i t e. c o m / E E E_ _ r e p o r t. a s p

Engagement Model

House of Engagement

S o u r c e : w w w. e m p l o y e s u r v e y s. c o. u k

Research Analysis

Employee

Alignment towards

Brand

Communication &

Feedback

Infrastructure

Display of Genuine

Proposed Integrated Model of Employee Engagement

Managerial

Leadership

DisplayJob Design

Display of Genuine

Concern

Explanation in next Slide

Proposed Model for Current Employer

Employee Perception of Brand Alignment / Pride -Employee Alignment towards brand

-Clear understanding of Vision , Mission and Departmental Strategy .

Managerial / Leadership Behavioral Display

-Consistency in Behavior (Behaving the same way in all times and contexts

-Integrity of Behavior (Consistency between words and deeds & explanations of managerial actions.)

-Visible behavior regarding discouraging sycophants. (encouraging zero level office politics)

-Employees perception of Fairness in PMS, Training Nomination,

sharing information regarding employees concern.

- Concern in rewarding employees fairly on achieving Targets/ outstanding work.

Communication/ Feedback

-Consistent communication related to employees work and role.

- Micro level Communication related to happenings in the department and macro level communication of organization

- Concern in rewarding employees fairly on achieving Targets/ outstanding work.

Job Design -Task Significance , Task Feedback, Job Resource, Workload Assessment

-Clear Reporting Structure Understanding & Workload Assessment

-Compensation fairness

Infrastructure

-Organization infrasturce with all basis amenities.

-HR / Admin Support in basic maters

-Platform for socializing the employees.

Genuine Concern

-Genuine concern & care for employee well being .

-Genuine concern for employee development

* Need to work on devising and strengthening each drivers through HR Interventions

•

•

•

•

Positively Engaged

End Results of Employee Engagement

•

•

Negatively Engaged

Humor