Upload
neil-gordon
View
226
Download
1
Tags:
Embed Size (px)
Citation preview
ENGAGING AND EMPOWERING ETHICAL
EMPLOYEES
Chapter Ten
Chapter 10
Learning Objectives
Describe how to engage employees at work
Manage three types of employees: go-getters, fence-sitters, and adversarials
Facilitate an Appreciative Inquiry workshop
Implement Open Book Management and a Scanlon-type gainsharing plan
Distribute financial improvements to all employees through profit sharing, stock options, employee stock ownership plans, and cooperatives
Chapter 10: Collins, Business Ethics
Extent of Employee Engagement
Organizations need talented employees committed to task performance, organizational goals, and the organization itself
Employee engagement is an emotional bond or attachment an employee has to the work task, organization, and its members
Chapter 10: Collins, Business Ethics
Engaging Employees
Human Needs Abraham Maslow differentiated five
categories of needs every individual has: physiological, safety, social, self-esteem, and self-actualization
Chapter 10: Collins, Business Ethics
Engaging Employees
Insert Exhibit 10.1
Chapter 10: Collins, Business Ethics
Engaging Employees
Job Satisfaction Frederick Herzberg and his colleagues
interviewed 203 accountants and engineers employed at various companies about their job satisfactions and dissatisfactions
Herzberg concludes that job satisfaction is not a linear concept
Chapter 10: Collins, Business Ethics
Engaging Employees
Insert Exhibit 10.2
Chapter 10: Collins, Business Ethics
Engaging Employees
Organizational Justice Scholars distinguish among four forms of
organizational justice: procedural, informational, interactional, and distributive justice
Chapter 10: Collins, Business Ethics
Engaging Employees
Unethical Bullies Bullying is defined as repeated verbal abuse
or abusive conduct that is threatening, humiliating, and intimidating and interferes with work
Chapter 10: Collins, Business Ethics
Engaging Employees
Meaningful Work Meaningful work is typically defined as
spending time at work to achieve something that is personally desirable
Meaningfulness occurs when an employee exhibits passion for daily work activities and pride in accomplishments
Chapter 10: Collins, Business Ethics
Engaging Employees
Insert Exhibit 10.3
Chapter 10: Collins, Business Ethics
Engaging Employees
Measuring Employee Engagement According to Buckingham and Coffman’s
analysis of Gallup interviews, “excellent front-line managers had engaged their employees and these engaged employees had provided the foundation for top performance”
Chapter 10: Collins, Business Ethics
Engaging Employees
Insert Exhibit 10.4
Chapter 10: Collins, Business Ethics
Engaging Employees
Insert Exhibit 10.4
Chapter 10: Collins, Business Ethics
Employee Empowerment
Empowerment refers to giving employees decision-making authority, which can be further solidified with an ownership stake in the organization
Chapter 10: Collins, Business Ethics
Employee Empowerment
Who to Empower? Many organizations have three types of
employees in terms of workplace attitudes and behaviors:
1.Go-getters, who are fully engaged with the work experience
2.Fence-sitters, who put in a good day’s work for a good day’s pay
3.Adversarials, who have an unfavorable attitude to both the nature of work and authority
Chapter 10: Collins, Business Ethics
Employee Empowerment
Insert Exhibit 10.5
Chapter 10: Collins, Business Ethics
Employee Empowerment
Measuring a Manager’s Empowerment Behaviors Empowered employees develop the mindset
of a manager by taking on some managerial responsibilities and accountabilities
Chapter 10: Collins, Business Ethics
Employee Empowerment
Insert exhibit 10.6
Chapter 10: Collins, Business Ethics
Empowering Through Teams
Empowering Effective Teams Patrick Lencioni: Ineffective teams suffer from five
dysfunctions: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to collective results
The most effective teams consist of members who trust one another, engage in constructive conflict, personally commit to goal accomplishment, are accountable for their behaviors, and focus on collectively achieving their assigned tasks
Chapter 10: Collins, Business Ethics
Empowering Through Teams
The Team Problem-solving Process1. Present the problem2. Define individual solutions3. Present individual solutions4. Clarify individual solutions5. Brainstorm6. Group and prioritize solutions7. Play devil’s advocate8. Implement and monitor
Chapter 10: Collins, Business Ethics
Empowering Through Teams
Open Book Management Transparency is an essential element of
trust building
The information shared could include balance sheets, revenue, profit, cost of goods, customer returns, on-time shipments…
Chapter 10: Collins, Business Ethics
Empowering Through Teams
Insert Tips and Techniques Open Book Management
Chapter 10: Collins, Business Ethics
Empowering Through Teams
Appreciative Inquiry: Team-based management technique that
focuses on the strengths of both the employee and the organization
Chapter 10: Collins, Business Ethics
Empowering Through Teams
Appreciative Inquiry is a four-phase process1. Discover2. Dream3. Design4. Destiny
Chapter 10: Collins, Business Ethics
Empowering Through Teams
Daily Performance Reflections Set aside 10 to 15 minutes at the end of
every day for teams to process the events that occurred during the day and make preparations for managing any ongoing problems the following day
Chapter 10: Collins, Business Ethics
Empowering Through Group-Based Financial Incentives
Scanlon-Type Gainsharing Plans The five elements of a Scanlon-type
gainsharing plan are a gainsharing coordinator, suggestion system, gainsharing team, review board, and group-based financial bonus
Chapter 10: Collins, Business Ethics
Empowering Through Group-Based Financial Incentives
Profit Sharing Providing employees with a share of
company profits is also ethical, motivating, and empowering
When the company does well, the employees benefit financially
Chapter 10: Collins, Business Ethics
Empowering Through Group-Based Financial Incentives
Stock Option and Stock Purchase Plans Stock options give an employee the right to
purchase a specific number of company shares at a fixed price by a particular future date, typically 10 years
Chapter 10: Collins, Business Ethics
Empowering Through Group-Based Financial Incentives
Employee Stock Option Plans (ESOPs) The company gives all full-time employees
over the age of 21 a significant equity stake in the company
ESOPs are complex financial vehicles requiring legal assistance
Chapter 10: Collins, Business Ethics
Empowering Through Group-Based Financial Incentives
Cooperatives Producer, consumer, and employee
cooperatives are an alternative communal way to govern a business and raise capital
Chapter 10: Collins, Business Ethics