HUMAN RESOURCES & SECURITY What's our level of Engagement? EUPAN - HRWG 4 April 2013.

Slides:



Advertisements
Similar presentations
Motivation Organizational Behaviour Lecture No. 13 Zain Ul Abideen.
Advertisements

Investigating people at work - Lesson 9
Chapter 16 Human Resource Management. Management: The Accomplishment of Work Through People To be successful managers need to know: What motivates human.
Slide 1 Insert your own content. Slide 2 Insert your own content.
8 Motivation Chapter Twelve: Motivation
© Copyright 2004 McGraw-Hill. All rights reserved.9–1 The Nature of Motivation MotivationMotivation The psychological forces acting on an individual that.
PowerPoint Presentation by Charlie Cook
0 - 0.
Teacher Name Class / Subject Date A:B: Write an answer here #1 Write your question Here C:D: Write an answer here.
Addition Facts
Discussion Discussion # 86 Moving from Criticism to Feedback
5.9 + = 10 a)3.6 b)4.1 c)5.3 Question 1: Good Answer!! Well Done!! = 10 Question 1:
Elida Meadows What does 'Employer of Choice' mean for the community sector?
MOTIVATION. LEARNING INTENTIONS Students will be able to: Explain the motivational theories of Maslow, Herzberg & Locke Compare & contrast these theories.
1 Motivating Others. 2 Individual Differences in Motivation  Self-esteem Chronic Situational Socially influenced  Need for achievement  Intrinsic motivation.
Past Tense Probe. Past Tense Probe Past Tense Probe – Practice 1.
Addition 1’s to 20.
Administrators’ Conference 2013 Workshop: Implementing change Carrie Dow November 2013.
Test B, 100 Subtraction Facts
Week 1.
Chapter 10 Managing Teams
Step-Up. 2 What Does it Mean to STEP UP? Prosocial Behavior – Any act performed with the goal of benefiting another person Bystander Intervention Intervening.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
11–13 November 2013 Personal Vision Page 1 Sponsored by Personal Vision Becoming an Indispensable Leader.
Ethical, Servant, Spiritual, and Authentic Leadership
© Prentice Hall, Modern Management 9 th edition.
Organizational Structure and Workplace Communication Presented by: Maggie Nelson.
Building a World Class School
Rewards OS352 HRM Fisher Nov. 6, Agenda Purpose and types of rewards Effectiveness Case study.
Vodafone People Strategy (VPS)
* * Chapter Ten Motivating Employees Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Motivation and Organizational Behavior Theories Chapter 10.
The Impact of Lean Six Sigma Within Best Buy’s Services Division Kristina Nordstrom University of St. Thomas May 2008.
GEDA 561 Weekend #1 Motivational Theory and Its Application to Working Collaboratively.
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-1 Chapter Eight Motivational Needs and Processes.
Campus Climate for UNC Charlotte Faculty Findings from the 1998, 2001, & 2004 UCLA HERI Faculty Surveys Cathy Sanders Director of Assessment Office of.
MOTIVATIONMOTIVATION MOTIVATION DEFINED  Willingness to exert high levels of effort to reach organizational goals.
6-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
MOTIVATION. People are needing animals. “Motivation should be identify people needs.”
Purpose of the session To develop an understanding of how to motivate teams to perform…… as required by a practising or potential team leader.
Theories of Employee Motivation Dionne Roberson Chapter 8.
Rewarding Employees.
Herzberg’s Two-Factor Theory of Motivation
TEAM MORALE Team Assignment 12 SOFTWARE MEASUREMENT & ANALYSIS K15T2-Team 21.
The Implementing Function & Motivation and Change Management Erin Napier Taylor Buckles Connor Strange C.
March Staff Survey Results. STATE OF THE STAFF (2010 Staff Survey Results)
Chapter 4 The Human resource management function VCE Business Management Unit 4.
MGT ORGANIZATIONAL BEHAVIOR Dr. K. A. S. P. Kaluarachchi Senior Lecturer Department of Management and Organization Studies Faculty of Management.
SOLUTIONS FOR YOU: The Belief System of Motivation and Performance  The foundation of Green’s Motivation Management  Based on Victor Vroom’s expectancy.
Introduction Motivating others in the workplace is being able to identify the reasons which make employees behave a particular way. In most cases this.
People, Productivity and Performance. Productivity: What is it? A measurement of a firms performance. How do we increase productivity? Increase investment.
Force Results – August 2012 Sussex Police Employee Survey 2012.
Employee Survey 2005 Results from employee survey run during Feb/March 2005.
Need Theories of Motivation Maslow’s Need Hierarchy Theory Maslow’s Need Hierarchy Theory –Physiological –Safety –Love –Esteem –Self- Actualization Britt.
Chapter 14: Creating a Positive Work Environment
Team assignment 12 TEAM 3 – K15T1 Hanh Luong – Leader – T Hao Tran – T Huy Nguyen – T Hieu Le – T Quang Nguyen – T
Reward Systems in Organisations What reward systems do organisations put in place and which one proves to be the most effective one? by Axel, Besnik, Fiodor,
Employee Satisfaction Survey Results 2015 v Employee Satisfaction Survey Results 2015 v Work Areas 2015 Response Count 2014 Response Count.
Peloton Member Survey Results Nichole Crandall ORE Market Research 2/2/2016.
+ Understanding Canadian Business Chapter 11 Motivating Employees.
iPPQ Team Report for Practitioners
© All rights reserved Your Voice, Your CC: The Colorado College Employee Climate/Engagement Survey Advancement.
Learning and Development Motivation. Session Objectives At the end of the session you should be able to  Define motivation  Understand the needs and.
MOTIVATION One of the most important factors affecting
MOTIVATION THEORIES McGregor’s Theory ‘X’ Theory Y
Chapter -Seven Motivation
REWARDS AND MOTIVATION PREPARED BY, R. MOHAMMED YASIK.
Leadership Advanced: Engaging others
Reward Systems All: Understand different rewards systems used by business Most: Explain the different rewards systems used Some: Apply the different rewards.
Motivating Workers.
Presentation transcript:

HUMAN RESOURCES & SECURITY What's our level of Engagement? EUPAN - HRWG 4 April 2013

HUMAN RESOURCES & SECURITY Performance Equation 2 SAVOIR I Know VOULOIR I Want POUVOIR I Can

HUMAN RESOURCES & SECURITY 3 BEHAVIOR NEEDS VALUE EXPECTANCY SELF-EFFICACY EXPECTANCY SELF-EFFICACY GOAL REWARDS SATISFACTION NEEDS THEORIES Maslow, Herzberg, McLelland NEED FOR ACH. THEORY EXPECTANCY THEORY Vroom, Porter/Lawler, Deci GOAL SETTING THEORY P. Drucker EQUITY THEORY Adams JOB ENRICHMENT PERFORMANCE-RELATED PAY EMPLOYEE INVOLVEMENT PROGRAMS MANAGEMENT BY OBJECTIVES SKILL BASED PAY Engagement literature

HUMAN RESOURCES & SECURITY Engagement research 4 10 QUESTIONS

HUMAN RESOURCES & SECURITY 1. I like my job 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 5

HUMAN RESOURCES & SECURITY 2. My work is useful and meaningful 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 6

HUMAN RESOURCES & SECURITY 3. I feel respected & valued at work 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 7

HUMAN RESOURCES & SECURITY 4. My team works well together 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 8

HUMAN RESOURCES & SECURITY 5. My direct Manager gives me useful feedback 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 9

HUMAN RESOURCES & SECURITY 6. I get sense and direction from Senior Managers 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 10

HUMAN RESOURCES & SECURITY 7. Channels exist to convey my views in an effective way 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 11

HUMAN RESOURCES & SECURITY 8. I have opportunities to learn and develop myself 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 12

HUMAN RESOURCES & SECURITY 9. My organisation cares about my health and well-being 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 13

HUMAN RESOURCES & SECURITY 10. My organisation is serious about fairness and non-discrimination 1.Strongly Agree 2.Agree 3.Neutral 4.Disagree 5.Strongly Disagree 14

HUMAN RESOURCES & SECURITY An inconvenient truth - Q12®

HUMAN RESOURCES & SECURITY To conclude Engagement is crucial Something can be done about it. 1 st measure, then act But before, Engagement strategy. Need for easy and comparable results? Survey across all Administrations ? 16 THANKS!!