Employee engagement VS Organizational engagement

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1 Designed and prepared by: Malik Muhammad Mehran

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Employee engagement VS Organizational engagement Topic 2 Designed and prepared by: Malik Muhammad Mehran

Employee engagement VS Organizational engagement :

Employee engagement VS Organizational engagement 3 Designed and prepared by: Malik Muhammad Mehran

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Asad Majeed Muhammad Danish Qureshi Malik Muhammad Mehran (Group Leader) Nasira P erveen Presenters 4 Designed and prepared by: Malik Muhammad Mehran

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Samia T ariq Tehmina J aved Presenters 5 Designed and prepared by: Malik Muhammad Mehran

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Presenter: Malik Muhammad Mehran (Group Leader) M.Phil Business Administration Section “F” NCBA&E Multan Campus 6 Designed and prepared by: Malik Muhammad Mehran

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Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization and enhance their employee benefits. Employee engagement 7 Designed and prepared by: Malik Muhammad Mehran

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Employee engagement Model High Performance Engagement with The Organization Engagement with “My Manager” Strategic Alignment Competency An employee engagement model based on statistical analysis and widely supported by industry research. 8 Designed and prepared by: Malik Muhammad Mehran

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Organizational engagement Organizational engagement focus on the benefits to the organization of having engaged employees but offer employees nothing in return. This problem has been analyzed by Keenoy (2014) who cites, as one example the definition of engagement offered by Kenexa as “the extent to which employees are motivated to contribute to organizational success. 9 Designed and prepared by: Malik Muhammad Mehran

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Purpose Purpose of this paper is to review; The debates. And evidence about employee engagement. 10 Designed and prepared by: Malik Muhammad Mehran

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A pproach This paper is based on a review of the research and analytic literature . It draws a distinction between work engagement and organizational engagement . For the former it outlines a research agenda for the latter, it presents. A n extensive critique and an agenda to address the issues raised. 11 Designed and prepared by: Malik Muhammad Mehran

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Findings A distinction is highlighted between; W ork engagement is focused on employee well-being A nd organizational engagement with its focus on organizational performance 12 Designed and prepared by: Malik Muhammad Mehran

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Research Limitations This article argues that while work engagement is now well-established among the academic community as a valid and useful construct. T he same cannot be said for organizational engagement which lacks clear definition, measurement, high-quality evidence and clear policy implications . 13 Designed and prepared by: Malik Muhammad Mehran

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Research Limitations The paper therefore sets out a policy agenda and outlines how some of the shortcomings might be addressed. 14 Designed and prepared by: Malik Muhammad Mehran

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Purpose Practical Implications The paper highlights the need for a viable and integrated “engagement strategy ” with its core elements for the organizational engagement to progress in future. 15 Designed and prepared by: Malik Muhammad Mehran

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Engagement strategy An engagement strategy sets out a framework for building a high workforce engagement level that leads to high performance in your organization. An effective strategy focuses on clear priorities and a roadmap for success A successful engagement strategy is one that is fully integrated with the business plan and existing processes. 16 Designed and prepared by: Malik Muhammad Mehran

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17 Designed and prepared by: Malik Muhammad Mehran

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Originality The paper highlights the need for a viable and integrated “engagement strategy ” with its core elements for the organizational engagement to progress in future. 18 Designed and prepared by: Malik Muhammad Mehran

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Presenter: Samia Tariq M.Phil Business Administration Section “F” NCBA&E Multan Campus 19 Designed and prepared by: Malik Muhammad Mehran

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From time to time new ideas or concepts emerge that capture the attention of policy makers , managers and academics. Some have a sound theoretical and empirical base; others rely more on effective marketing, often by consultancy organizations . aim of this paper is to review its status and distinctive features with the aim of assessing its potential longevity. The title of the paper provides a clue to the core stance of the central argument. Introduction 20 Designed and prepared by: Malik Muhammad Mehran

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Introduction A first section briefly outlines the nature of employee engagement , drawing a distinction between work and organizational engagement and offering some explanations for its popularity. This is followed by a brief review of the evidence about work engagement, highlighting areas that would benefit from further research. 21 Designed and prepared by: Malik Muhammad Mehran

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The next section analyses organizational engagement, highlighting a number of concerns . A final section sets out a brief operational agenda listing policies and practices that might help to increase the likelihood that organizational engagement has an impact. Introduction 22 Designed and prepared by: Malik Muhammad Mehran

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Presenter: Tehmina Javed M.Phil Business Administration Section “F” NCBA&E Multan Campus 23 Designed and prepared by: Malik Muhammad Mehran

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The origins and growth of interest in employee engagement Kahn (1990) presented the first academic paper about employee engagement. It offered employee engagement as a new approach to employee motivation , outlining what Kahn described as a behavioral perspective based on three Dimensions; 24 Designed and prepared by: Malik Muhammad Mehran

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The origins and growth of interest in employee engagement Physical E motional Cognitive engagement 25 Designed and prepared by: Malik Muhammad Mehran

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The origins and growth of interest in employee engagement On opposite end, which they described as employee engagement ( Maslach et al., 2001). They viewed this as an attitudinal state comprising three sub-dimensions of; Vigour Dedication A bsorption 26 Designed and prepared by: Malik Muhammad Mehran

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The origins and growth of interest in employee engagement The concept was further developed and, importantly, a measure of attitudinal engagement was designed and validated by a team at Utrecht University ( Schaufeli et al., 2002). The UtrechtWork Engagement Scale (UWES) measure has been extensively used in many countries as the concept of employee engagement, aided by the presence of this measure, has attracted increasing academic attention. 27 Designed and prepared by: Malik Muhammad Mehran

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Presenter: Muhammad Danish Qureshi M.Phil Business Administration Section “F” NCBA&E Multan Campus 28 Designed and prepared by: Malik Muhammad Mehran

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An assessment of work engagement The first paper on employee engagement was written by Kahn in 1990 and focused on what he termed behavioral engagement reflecting his interest in developing more operational concepts and ways of measuring motivation at work . Kahn’s ideas did not initially generate significant research. However, a number of researchers have developed scales based on his concept of engagement (see , e.g. May et al., 2004; Saks, 2006). 29 Designed and prepared by: Malik Muhammad Mehran

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An assessment of work engagement A more recent study by Rich et al. (2010) adopted Kahn’s conceptual framework and developed a scale to test its validity, maintaining Kahn’s distinction between physical, emotional and cognitive engagement. They found that the three dimensions were empirically distinct but could be combined into a single measure . 30 Designed and prepared by: Malik Muhammad Mehran

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An assessment of work engagement A more recent study by Rich et al. (2010) adopted Kahn’s conceptual framework and developed a scale to test its validity, maintaining Kahn’s distinction between physical, emotional and cognitive engagement. They found that the three dimensions were empirically distinct but could be combined into a single measure . 31 Designed and prepared by: Malik Muhammad Mehran

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An assessment of work engagement Kahn proposed what he described as a behavioral model of employee engagement, in Europe, a team led by Schaufeli at Utrecht University developed an attitudinal construct of work engagement based on the job demands – resources model (Bakker and Demerouti , 2007). They defined work engagement as “A positive, fulfilling work-related state of mind that is characterized by vigor, dedication and absorption” (Schaufeli et al., 2002, p. 74). 32 Designed and prepared by: Malik Muhammad Mehran

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Presenter: Nasira Parveen M.Phil Business Administration Section “F” NCBA&E Multan Campus 33 Designed and prepared by: Malik Muhammad Mehran

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Definition: There are various approaches of employee engagement, and Organizational employee engagement is one of them. “Organizational Performance and contribution employees can make to it when they are fully engaged” “Organizational employee engagement is one of the best approach of employee engagement. Organizational employee engagement 34 Designed and prepared by: Malik Muhammad Mehran

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It is different from work engagement in a way that work engagement concerns about the health, life standard and well being of employee but in organizational employee engagement focuses on organization and organizational goals. Its measure of job satisfaction that can be summarized into twelve key points with the help of statistical analysis. (David Guest 2014) Harter et al 2002 Great deal of variance in what is defined as job satisfaction Gallup 12: Organizational employee engagement 35 Designed and prepared by: Malik Muhammad Mehran

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Even UK government promotes the Organizational Employee management, and it remains the top Agenda of HR managers of UK. Macleod review received over 50 definitions of engagement reflecting the uncertainties and ambiguities surrounding the concept. There have been decades of research on the relationship between Job satisfaction, motivation and performance and there is persistent evidence of a clear association. Organizational employee engagement 36 Designed and prepared by: Malik Muhammad Mehran

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Problems encountered in Organizational employee engagement Employee ought to be engaged or not? Some organization face engagement deficit problem Fair days Work for a Fair days Pay They feel no obligation to be engaged . 37 Designed and prepared by: Malik Muhammad Mehran

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Organizational employee engagement Problems encountered in Organizational employee engagement Organizations focus on their own benefits and neglects the benefits of their employee due to this employs do not get engaged in their duty. Organizations remain unclear to decide what they should do . 38 Designed and prepared by: Malik Muhammad Mehran

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Presenter: Asad M.Phil Business Administration Section “F” NCBA&E Multan Campus 39 Designed and prepared by: Malik Muhammad Mehran

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Towards an agenda for more effective organizational employee engagement Given all the problems with organizational engagement, one recommendation might be to give up on it. But the interest in the general topic and the anxieties about an engagement deficit and the need to improve productivity and competitiveness in economies such as the UK suggest that it may be better to create an agenda to promote a more effective form of organizational engagement. 40 Designed and prepared by: Malik Muhammad Mehran

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Towards an agenda for more effective organizational employee engagement The final main section of this paper therefore presents the outline of a policy agenda for the promotion of engagement . The engagement agenda : Select staff with a propensity for engagement Train staff for engagement Invest in human capital and employability 41 Designed and prepared by: Malik Muhammad Mehran

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Towards an agenda for more effective organizational employee engagement (4) (Re)-Design jobs to maximize employee autonomy, challenge, variety, skill utilization and scope for learning and development (5) Provide strong organizational support (6) Reward and promote managers using their ability to engage employees as a key criterion. 42 Designed and prepared by: Malik Muhammad Mehran

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Towards an agenda for more effective organizational employee engagement (7) Ensure fairness of treatment and trust in management, using a range of voice mechanisms to achieve this. (8) Ensure extensive and effective two-way communication. (9) Create a context that reinforces job security and flexible working . 43 Designed and prepared by: Malik Muhammad Mehran

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Towards an agenda for more effective organizational employee engagement (10) Adopt a strategic human resource strategy that reflects the values of engagement and recognizes that need to integrate the components of an “engagement system” outlined above. 44 Designed and prepared by: Malik Muhammad Mehran

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45 Designed and prepared by: Malik Muhammad Mehran

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