CIPD Intermediate Certificate and Diploma in Human Resource Management 18/10/2016

Module objectives Understand the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes Understand the importance of employee engagement as a contributor to positive corporate outcomes Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context

Today’s objectives LO1 Define “employee engagement” LO1 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical) LO1 Compare and contrast employee engagement with other related concepts: “flow”, organisational commitment, job involvement and job satisfaction

Employee Engagement What do you think employee engagement is? DHRM 16/11/2018

What is engagement “a positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. “The organisation must work to develop and nurture engagement, which requires a two way relationship between employer and employee” Institute for employment studies 2004 DHRM 16/11/2018

The concept of employee engagement All employees can make a contribution to the successful organisation Its about creating opportunities Its about creating an environment where employees are motivated and want to connect Three core facets/dimensions (1.2) Emotional engagement Cognitive engagement Physical engagement “Holistic sensation” (CIPD) “flow” DHRM 16/11/2018

Three “mind sets” Affective commitment – positive emotional attachment to the organisation Continuance commitment – the benefits of organisational membership and the loses associated with departure Normative commitment – employee feelings of obligation to the organisation

Is commitment and satisfaction the same as engagement? Link between organisational success and employee satisfaction (Heskett, Sasser and Schelsinger 1997) “Service-profit chain” theory Staff satisfaction = customer satisfaction Cook (2008) recognises the “Service-profit chain and agrees that there is evidence to prove the theory but argues this does not always mean the employee will go the extra mile to “wow” the customer, or that satisfaction and engagement are the same thing. DHRM 16/11/2018

Satisfaction can come from a person being in the right job Differences Loyalty can come from how long an employee has been with the organisation Satisfaction can come from a person being in the right job Employees might not be sufficiently motivated to give discretionary effort not “engaged” Research has suggested (Gallup) only 29% of employees are typically engaged and willing to go the extra mile DHRM 16/11/2018

Engagement levels Characteristic phrases? (Cook 2008) Yes Men Stars Positive Attitude Victims Cynics Negative Attitude Inaction Active DHRM 16/11/2018

Motivating staff to perform Organisations are recognising that motivation is not just about financial incentives Prepared to “go the extra mile” Work more meaningful and fulfilling Rewards for strong engagement mutually shared People being “positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to others” (Alfes 2010) DHRM 16/11/2018

Psychological state Engagement is regarded as a psychological state experienced by employees in relation to their work With intellectual, emotional and behavioural dimensions Kahn (1990) suggests that the willingness of employees to discuss work-related improvements with those around them is an important dimension of engagement. DHRM 16/11/2018

The components of employee engagement Employer engagement and the psychological contract Employee perceptions of job importance Employee clarity of job/role performance expectations Career advancement/improvement opportunities Personal growth and challenge elements within the role

Components……….. Regular feedback and dialogue with superiors Quality of working relationships with peers, seniors and subordinates Perceptions of the ethos and values of the organisation The organisation as an employer brand or employer of choice

Aligning engagement practices 1.2 According to the CIPD it is important to align any engagement practices with the organisations purpose, values and mission and of course the business strategy. It needs to be embedded within the organisation and kept alive!

EE as a vital dimension…….. ……of HR policies, strategies and practices So why should the organisation be focusing on EE? What are the potential business benefits? DHRM 16/11/2018

Bibliography Alfes, K. Truss, C. Soane, E. Rees, C. Gatenby M. 2010 Creating an Engaged Workforce. Findings from the Kingston Employee Engagement Consortium Project. Research Report http://www.employment-studies.co.uk/main/index.php Heskett, j. Sasser, E and Schlesinger, L (1997) The Service Profit Chain: How leading companies link profit and growth to loyalty, satisfaction and vlaue, Simon S& Schuster, New York Kahn (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal. Vol 33, No 4 pp692-724 Cook, S. (2008) The Essential Guide to Employee Engagement Better Business Performance Through Staff Satisfaction. Kogan Page DHRM 16/11/2018