SHRM SCP: Employee Engagement

Employee engagement in terms of organizational commitment

(a desire to stay with the organization in the future) and employees' willingness to "go the extra mile," which includes extra-role behavior and discretionary effort that promotes the effective functioning of the entire organization.

Intrinsic Motivation around three elements:

Autonomy, the urge to direct our own lives Mastery, the desire to get better and better at something that matters Purpose, the yearning to do what we do in the service of something larger than ourselves

Maslow's theory suggests that there are five basic human needs, arranged in a hierarchy:

Basic physical needs—the need to meet basic physical needs or drives Safety and security—the need to feel secure and free from threats, to feel that the world has some order and predictability so that one can cope with events Belonging and love—the need to belong, to be accepted, to give and receive love Esteem—the need for respect and esteem in the eyes of oneself and others Self-actualization—the need to fulfill one's potential, to be the best one can be

List item measuring and analyzing employee engagement.

Career development. Relationship with management. Compensation/pay overall. Work environment. E

HR's Employee Engagement Strategy

Commit long-term. Measure consistently. Connect engagement to business results. Seek employee input. Gain leadership support. E

engrossed

Completely occupied or absorbed

antithesis

Direct opposite

An employee survey into three categories:

Employee attitude surveys attempt to determine employees' perceptions Employee opinion surveys tend to measure important data on specific issues. Employee engagement surveys focus on employees' level of job satisfaction, commitment, and morale.

Herzberg's Motivation-Hygiene Theory

Hygiene factors (extrinsic) Motivation factors (intrinsic).

Implementation of work/life programs can be affected by:

Laws—whether WLB benefits are required by law. Labor relations—whether labor contracts specify WLB provisions for workers. Organizational culture—whether the organization is family-friendly or there is the expectation of long hours of work for career progression; what behaviors managers model and what employee behaviors are rewarded. National cultures—the way in which cultural attitudes toward issues such as gender, community, or recognition can shape expectations and needs. Maturity of the organization—whether the firm is in a start-up or entrepreneurial phase or established with the capabilities to support WLB initiatives. Market practice—what work/life benefits are necessary to be competitive (locally and globally). Expectations and needs of employees—what are the demographics and demands employees have in terms of family support, child care, and other personal items. Level of formalized human resource management—whether there are integrated strategies, supported by training and the like, to facilitate offerings.

Engagement Practices During Hiring and Onboarding

Make the job hunt simple, seamless, and informative. Create accurate first impressions. Make the first day count. Give employees a structured on boarding experience. Show them a path to success.

Benefits of Conducting Employee Surveys

Provide a direct means of assessing employee attitudes that would otherwise be unreported. Improve employee relations by signaling to employees that their views are considered important. Increase levels of employee trust—if results are acted upon. Improve the satisfaction levels of customers—happy employees can translate to happy customers. Detect early warning signs of workforce problems and/or sources of conflict.

Theory X, Theory Y, and Theory Z

The Theory X manager believes that employees inherently do not like to work and must be strictly controlled and forced to work; thus, they operate from what is known as an "authoritative" style. The Theory Y manager believes that employees dislike rigid controls and inherently want to accomplish something; thus, they operate with what is known as a "participative" style. Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job

A key to understanding motivation is to examine three underlying principles of human behavior:

The first principle states that all human behavior is caused. This simply means that people have a reason for doing whatever they do. Second, all behavior is directed toward achieving a goal. People do things to accomplish something. Behavior is not just random. Finally, each person is unique because of a different heredity and environment. No two people are alike, so no two people have exactly the same characteristics.

Engagement Drivers

The work itself, including opportunities for development Confidence and trust in leadership Recognition and rewards Organizational communication that is delivered in a timely and orderly way

William H. Macey and Benjamin Schneide iew employee engagement as

Trait engagement describes the inherent personality-based State engagement is influenced by workplace conditions or practices Behavioral engagement is evident in the effort employees put into their jobs,

Gathering Information about Employee Engagement

Understanding employees' perceptions of well-being has become of paramount importance in the workplace. Employers must gain awareness of both employee expectations that might shape employee engagement practices and employee assessments of current conditions and practices.

engage employees globally, employers should:

View global HR decisions in the context of national culture. Use valid research Remember that the norm for engagement varies widely from country to country, making it critical to have data on national norms to interpret employee surveys correctly.

Theory Z assumes that employees:

Want to build cooperative and intimate working relationships with those they work for and those who work for them. Have a high need to be supported by the company and highly value a working environment in which such things as family, cultures and traditions, and social institutions are regarded as equally important as the work itself. Have a well-developed sense of order, discipline, a moral obligation to work hard, and a sense of cohesion with their fellow workers. Are innately self-motivated to do their work and loyal toward the company and want to make the company succeed. Can be trusted to do their jobs to their utmost ability so long as management can be trusted to support them and look out for their well-being.

An employee survey is

an instrument used to collect and assess employee perceptions about the work environment.

Motivation factors (intrinsic).

are present in the job itself. They include such things as opportunity for recognition, achievement, and personal growth.

Hygiene factors (extrinsic).

are those that surround the job; they make up the environment in which the employees work. Job security, pay, working conditions, supervision, and relations with coworkers are included in this area.

well-being

as encompassing three different aspects of employee health: Physical—overall health, stamina, energy Psychological—levels of stress, optimism, confidence, control Social—work relationships, work/life balance, equity, respect, connectedness

Challenges to Employee Engagement

external challenges to sustaining employee engagement. - high job demands and fewer resources. the boundaries between work and non-work life are increasingly blurred - employees to work harder and longer.

Punishment results

in a decrease in the undesirable behavior because the response causes something negative to occur

Negative reinforcement

involves avoiding an undesirable consequence by giving the person a reward when a desired response is exhibited.

Positive reinforcement

involves giving a person a desired reward to attain desired behavior and/or encourage its repetition. E

Extinction

involves no response.

Employee engagement

is a broader concept than employee satisfaction, commitment, and morale. It is an outcome-driven concept—certain employee and employer/workforce characteristics can lead to employee behaviors that positively influence individual- and business-level performance.

Motivation

is a key aspect of engaging employees in their work. It can be defined as factors that initiate, direct, and sustain human behavior over time. Understanding the reasons behind behaviors and related attitudes is critical to designing an environment conducive to learning.

Vigor

strength, energy, or determination

absorbs

takes in and retains energy

Wilmar Schaufeli and Arnold Bakker view employee engagement as

the antithesis of "employee burnout," 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.

Absorption

the process or action by which one thing absorbs or is absorbed by another.

Skinner's Behavioral Reinforcement Theory

theory of behavioral reinforcement deals with shaping behavior. In essence, behavior is determined by its consequences, and management may therefore control the future behavior of employees by various reactions to current behavior.

Policies affect engagement in several ways:

they articulate the values of the organization to employees. They create alignment with employment laws. They clarify expectations of employees and thereby prevent conflicts related to performance or workplace behaviors. They build a basis for fair treatment, addressing another potential source of conflict. They help create engagement by institutionalizing practices that increase employee well-being.

transactional engagement

where employees appear engaged, for example, by working longer hours and even responding as such in engagement surveys, but do not actually feel or think in an engaged way.