E ngage your E mployees on a journey to E xcellence Bertien Kamping

Proper Selfishness

Today’s programme The nature and the importance of Employee Engagement at Nottingham University A theoretical framework around Employee Engagement Three (innovative) techniques that can be used with staff to improve involvement and innovation Generating ideas and inspiration for the development of personal action plans Experience how questioning skills can empower others

Vite - Rendez vous

Start with the end in mind…

Excellence

Employee Engagement Flavour of the month? Old wine in a new bottle? Digging deeper

Definition “…harnessing organisational members’ selves to their work roles. Engaged employees employ and express themselves physically, cognitively and emotionally as they perform their roles” Kahn. W(1990) “Psychological conditions of personal engagement and disengagement at work”

Engagement EnergyInvolvementEfficacy

Scientific Management

Hawthorne experiment

1970’s employee participation Trust Decision Making Organisational Effectiveness Employee performance Increased productivity

Where is the theoretical glue? Mc Gregor’s theory Y: “Employees want to take responsibility for their work, they desire the opportunity for personal development within their job and what to achieve organisational goals”

The theory of planned behaviour Theory of planned behaviour, Ajzen and Fishbein (1980)

The theory of planned behaviour Theory of planned behaviour, Ajzen and Fishbein (1980)

Perspectives on Employee Involvement Traditional versus Current Supplement Initiative and replacement Initiatives Direct, indirect and financial participation Employee involvement continuum

Higher Education Personal Attitude: need for achievement, sense of competency, sense of professionalism Subjective norm: formalisation and centralisation; work group influences Perceived behavioural control: perceptions of the attitude of the organisation towards its employees, fairness in staff decisions; advancement and pay; leadership style Thornhilll, Lewis and Saunders

How Communication down the organisation Communication up the organisation Job design Financial Participation Leadership and management style

Alignment with vision and values Raglan United Utilities Liverpool Mutual Homes LA in Yorkshire

Conclusion

Overall, how involved do you feel people are at Nottingham Univeristy? On a scale from 1 to 10 Overall, how involved do think members of staff feel at Nottingham university?

Creativity challenge Outrageous Opposites Building on Lateral thinking

My vision Working in a group of three: One person imagines their vision 10 minute task One person asks great questions 10 minute task One person writes it all down 10 minute task

Reflection Defining excellence Benefits of involvement Formulating your vision