1. Employee Engagement William E. Garlick III Siena Heights University

2. Bill

3. Engaged Data from Gallup (Adkins, 2015)

4. Engaged Not engaged Data from Gallup (Adkins, 2015)

5. Engaged Not engaged Activelydisengaged Data from Gallup (Adkins, 2015)

6. Literature review of employee engagement Determinants of engagement Consequences of engagement Practical implications

7. Determinants of Engagement To what degree do various factors have on engagement? Determinants

8. Work Environment Perceived organizational support (POS) showed a positive effect on engagement (Anitha, 2014; Rich, Lepine, & Crawford, 2010) Value congruence showed a higher level of engagement (Ünal & Turgut, 2015) Determinants

9. Leadership Leadership activities such as coaching, career development and communicating purpose resulted in greater engagement (Wallace &Trinka, 2009) Accommodating needs of employees (Schneider, Macey, & Barbera, 2009) Interpersonal leadership style positively associated with engagement (Hansen, Byrne & Kiersh, 2014) Determinants

10. Career Growth Training and career development lead to greater engagement (Anitha, 2014;Karatepe, 2013) Determinants Training Confidence Engagement

11. Compensation Recognition and rewards increase job satisfaction and engagement (Hofmans, Gieter & Pepermans, 2013) Psychological rewards and encouragement just as important as financial (Anitha, 2014) Determinants

12. Spirituality, Relationships, Well-being Spirituality related to vigor and dedication not absorption (Kahn, 1990; Roof, 2015) Positive relationships with workmates associated with higher levels of engagement (Glinkska-Newes, 2014) Employees with higher level of well-being benefited organizational performance and employee engagement (Robertson & Cooper, 2010) Determinants

13. Consequences of Engagement To what degree does engagement have on various outcomes? Consequences

14. Employee Performance Engagement as a predictor - 59.7% (Anitha, 2014) Bakker, Demerouti and Brummelhuis (2011) beneficial only for “highly conscientious employees” (p. 563) Halbesleben ( 2010) found a strong correlation on performance from meta- analysis.30 Demerouti and Cropanzano (2010) relationship is “probably not straightforward and simple” (p. 158) Consequences

15. Health Research on the relationship of workaholism, burnout, and engagement (Shaufeli, Taris & Van Rhenen, 2008) Engagement and burnout opposites Engaged employees reduced rates of distress, anxiety, and psychosomatic health complaints Consequences

16. Retention Intention to leave the company Engaged: Reduced (Anitha, 2014; Dash, 2013; Kataria, Rastogi, & Garg, 2013; Markos & Sridevi, 2010; Xu & Thomas, 2011) Disengaged: Increased (AbuKhalifeh & Som, 2013; Kataria, Rastogi, & Garg, 2013) Consequences

17. Implications of Engagement What are the practical implications from these studies for improving engagement? Implications

18. General Guideline (Wollard & Shuck, 2011) 1. Get knowledge about the determinants of engagement 2. Assess the employees, starting point for further conversations 3. Assess the organization, find strengths 4. Create specialized engagement intervention Implications

19. Development Develop the employee toward self-efficacy (Halbesleben, 2010) Challenging tasks Celebrate and share stories about successful employees Reduce focus on competition Integrate development and work (Joyner, 2015) Encourage autonomy. Manage through results rather than managing the process leading to the result (Markos & Sridevi, 2010) Implications

20. Communication Provide clarity of tasks and expectations (Demerouti & Cropanzano, 2010; Medlin & Green Jr., 2014; Kataria, Rastogi, & Garg, 2013) Promote two-way communication for engagement (Markos & Sridevi, 2010) Share progress of engagement initiatives (Leiter & Maslach, 2010) Implications

21. Perceived Organizational Support Focus on employee perception of support from the organization (Kataria, Rastogi, & Garg, 2013) Communicate that you care for them (Hansen, Byrne & Kiersh, 2014) Developmental feedback from leaders (Rich, Lepine, & Crawford, 2010) Communicate supportive policies and benefits (Liao, Yang, Wang, Drown & Shi, 2013) Implications

22. Notables Small increases in engagement levels could have drastic improvements (Wollard & Shuck, 2011) Length of service not related to engagement (Xu & Thomas, 2011) Focus on top-performing employees first (Markos & Sridevi, 2010) “Enhancing work engagement is something you do with someone, not to someone” (Leiter & Maslach, 2010) Engagement is an ongoing process (Leiter & Maslach, 2010) Implications

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25. References AbuKhalifeh, A. N., & Som, A. P. (2013). The antecedents affecting employee engagement and organizational performance. Asian Social Science, 9(7), 41-46. Adkins, A. (2015, January 28). Majority of U.S. employees not engaged despite gains in 2014. Retrieved from Gallup: http://www.gallup.com/poll/181289/majority-employees-not-engaged-despite-gains- 2014.aspx Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323. Bakker, A. B., Demerouti, E., & Brummelhuis, L. L. (2011). Work engagement, performance, and active learning: The role. Journal of Vocational Behavior, 80(2), 555-564. Dash, B. (2013). Employee engagement and HR initiatives: -- A conceptual study. International Journal on Global Business Management & Research, 1(2), 85-91. Demerouti, E., & Cropanzano, R. (2010). From thought to action: Employee work engagement and job performance. In A. Bakker, & M. P. Leiter (Ed.), Work engagement: A handbook of essential theory and research (pp. 147-163). New York, NY: Psychology Press. References

26. Glinkska-Newes, A. (2014). Positive Relationships at work - what do they cause and what do they stand for in polish companies. Economic and Social Development, 635-643. Halbesleben, J. R. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences. In A. Bakker, & M. P. Leiter (Ed.), Work engagement: A handbook of essential theory and research (pp. 102-117). New York, NY: Psychology Press. Hansen, A., Byrne, Z., & Kiersch, C. (2014). How interpersonal leadership relates to employee engagement. Journal of Managerial Psychology, 29(8), 953-972. Hofmans, J., Gieter, S. D., & Pepermans, R. (2013). Individual differences in the relationship between satisfaction with job rewards and job satisfaction. Journal of Vocational Behavior, 82, 1-3. Joyner, F. F. (2015). Bridging the Knowing/Doing gap to create high engagement work cultures. Journal of Applied Business Research, 31(3), 1131-1148. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724. Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32, 132-140. References

27. Kataria, A., Rastogi, R., & Garg, P. (2013). Organizational effectiveness as a function of employee engagement. South Asian Journal of Management, 20(4), 56-73. Leiter, M. P., & Maslach, C. (2010). The design and evaluation of interventions. In A. B. Bakker, & M. P. Leiter (Ed.), Work engagement: A handbook of essential theory and research (pp. 164-180). New York, NY: Psychology Press. Liao, F.-Y., Liu-Qin, Y., Wang, M., Drown, D., & Shi, J. (2013). Team-Member exchange and work engagement: Does personality make a difference? Journal of Business and Psychology, 28(1), 63- 77. Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89-96. Medlin, B., & Green Kenneth W, J. (2014). Impact of management basics on employee engagement. Academy of Strategic Management Journal, 13(2), 21-35. Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635. Robertson, I. T., & Cooper, C. L. (2010). Full engagement: the integration of employee engagement and psychological well-being. Leadership & Organization Development Journal, 31(4), 324-336. References

28. Roof, R. A. (2015). The association of individual spirituality on employee engagement: The spirit at work. Journal of Business Ethics, 130(3), 585-599. doi:http://dx.doi.org/10.1007/s10551-014-2246-0 Schneider, B., Macey, W. H., & Barbera, K. M. (2009). Driving customer satisfaction and financial success through employee engagement. People & Strategy, 32(2), 22-27. Shaufeli, W. B., Taris, T. W., & Van Rhenen, W. (2008). Workaholism, burnout, and work engagement: Three of a kind or three different kinds of employee well-being? Applied Psychology: An International Review, 57(2), 173-203. Ünal, Z. M., & Turgut, T. (2015). The buzzword: Employee engagement. Does person-organization fit contribute to employee engagement? Iranian Journal of Management Studies, 8(2), 157-179. Wallace, L., & Trinka, J. (2009). Leadership and employee engagement. Public Management, 10-13. Wollard, K. K., & Shuck, B. (2011). Antecedents to employee engagement: A structured review of literature. Advances in Developing Human Resources, 13(4), 429-446. Xu, J., & Thomas, H. C. (2011). How can leaders achieve high employee engagement? Leadership & Organization Development Journal, 32(4), 399-416. doi:http://dx.doi.org/10.1108/01437731111134661 References

29. Questions?