1. Unleash engagement in multicultural organisations:
Inclusivity as the key to sustainable business transformation
Presentation at 29th International OD Congress

2. Rica Viljoen Doctor in Business Leadership (SBL Unisa)
International Organisational Development specialist and practitioner focusing on optimising individual, group and organisational behaviour
Focus on creating Engagement in multi-cultural organisations through Inclusivity
Consulted to and facilitated in various countries e.g. Califoria, Peru,
Australia, Spain, Zambia, Mali, Tanzania, Namibia, Zambia, Ghana
Associated with numerous academic institutions as subject matter expert e.g. da Vinci Institute, SBL – UNISA and Village of Leaders – Stellenbosch
Managing Director of Mandala Consulting

3. Francois De Kock
Masters in Commerce (Industrial Psychology), Stellenbosch University
PhD Candidate, Erasmus University of Rotterdam, Netherlands
Lecturer in Strategic Human Resource Management & Psychometrics
Industrial Psychologist (HPCSA)
Business associate of various organisations in R&D consulting
Partnered with Mandala Consulting to do statistical analysis for Benchmark of Engagement (BeQ) measurement instrument (from 2009)

4. Layout of presentation
Unleash engagement in multicultural organisations: Inclusivity as the key to sustainable business transformation
Introduction
Theory on Engagement and Inclusivity
Unleashing tacit potential in systems
Benefits of Engagement
Benchmark of Engagement (BeQ)
Case study: Mine in Africa
Validation of BeQ
Next steps of Development of BeQ
Conclusions
Questions

5. Unleash engagement in multicultural organisations:
Introduction
Unleash engagement in multicultural organisations:
Inclusivity as the key to sustainable business transformation
In today’s competitive, ever changing world, companies strive harder than ever to implement strategy in a sustainable manner and to stay recent in the mind of the global consumer.
The people capacity in the system and the interaction between human entities lead to the “amount of energy” in a system to perform.
This energy can lead to engaged individuals – a situation where the tacit potential of an individual manifests and is applied to organisational tasks to the benefit of the individual, the group and the organisation.
Other forms of energy is “apathetic” or “disconnected” with obvious human losses of human potential.
Engagement leads to organisational benefits such as customer centricity, productivity, safe behaviour, low turnover and low absenteeism.
Leaders in organisations should understand the art of facilitating employee engagement.

6. Theory on Engagement
Employee Engagement is defined (Corporate Leadership Council, 2004:3) as the “positive emotional connection to an employee’s work, thus affective, normative and continuance commitment” and "a heightened emotional connection that an employee feels for his or her organisation, that influences him or her to exert greater discretionary effort to his or her work".
Ek dink ons moet dalk die eerste sin the “positive emotional connection to an employee’s work, thus affective, normative and continuance commitment” uithaal want dit definieer commitment, en commitment en engagement is nie dieselfde ding nie. Dalk kan ons net die tweede gedeelte van die definisie behou? Of dalk definisie van Behavioural Engagement uit Macey et al (2008) uithaal. Ek dink dat die bron met die meeste ‘credibility’ van engagement sal die Macey artikel wees, of ook Schaefeli en Bakker, of Salgado ook. Dis vir my belangrik dat ons die ‘conceptual clarity’ behou want hierdie area is maar ‘tricky’, al die konstrukte klink soos mekaar. Stem jy saam met hierdie voorstel, of het jy dalk ander?

7. Inclusivity through Engagement – Viljoen (2008)
Sustainability thorough Inclusivity - energy on all dimensions
Individual
OD Interventions
EQ Journey
State Engagement
Trait Engagement
Behavioral Engagement
Group
Dialoguing
Leadership
Work attributes
Appreciative Inquiry
Storytelling
Organisational Leadership
Trust
World Cafe
Organisation
The What
Engagement /
Commitment
Doing
Context:
Industry
South Africa
Africa
Global
The
Individual
Leadership
How individuals change
Apathy
The
Team
Inclusivity
The
Organisation
Rica, hierdie model is omvattend en dui aan hoe al die prosesse op mekaar inwerk. Ek gaan bietjie devil’s advocate speelFont is nie in al die blokkies dieselfde nie, tipe en grootte en bold, centered, ens.
Die heading moet meer prominent wees. Dit lyk nou soos deel van die model.
Die heading klink nie baie beskrywend van wat op die skyfie aangedui word nie. Bv. Factors leading to engagement? Of is dit die Inlcusivity model of engagement? Die ‘energy on all dimensions’ kan dalk die ISTJ tipes in die gehoor ongemaklik maak.
Dalk moet ons meer duidelik maak dat die ‘pyltjies’ aan die bokant almal intervensies is, miskien met kleure wat anders as die ander kleure lyk.
In een blokkie (regs) is engagement/commitment in een blokkie. Dalk moet ons dit split, want ons kan dalk die idee gee dat ons dink dis dieselfde ding.
Is die ses blokkies in middel (links en regs) prosesse of uitkomste? Daar is bv. Leierskap, en aan regterkant is daar bv. Meer uitkomste, bv. Apathy? Dit is nie so duidelik in die model wat dit beteken nie.
Being
Disconnect
How groups change
How organisations change
The way: How we change
Why we change
Essence of Change
We change differently
New world of work
New Sciences
Consciousness On
Diversity
Mandala
Consulting™
Nature of the world

8. National Cultural Assumptions The About individual Me Assumptions
Level of Engagement
National Cultural
Assumptions
About Me
The
individual
Assumptions
About We
Level of
engagement
The
Team
The
Organisation
Assumptions
About
They
and Society Context

9. Level of engagement Benefit of Engagement – Viljoen (2008)
                  
Level of
engagement
Correlates directly to:
Productivity Abseetism
Retention Turnover
Employee Satisfaction Apathy
Creativity and Innovation Number of incidents
Safe Behaviour Number of Accidents
Customer experience Mistakes
Ability to deal with change Apathy e.

10. Factors critical for engagement
Within the context of the country:
Assumptions
About Me
Self Regard
Resilience,
Efficacy
Personal Responsibility
Corporate Citizenship
The
individual
Assumptions
About We
Support,
Leadership,
Work Attributes
Valuing Diversity,
Accountability
The
Team
Assumptions
About
They
Trust,
Competitiveness,
Adaptability to change,
Inclusivity,
Ethics
The
Organisation

11. BeQ™ - Benchmark of Engagement Quotient
The BeQ™-model reflects the interplay between assumptions and perceptions alive and well in organisations around constructs that contribute to the unleashing of individual voices, potential and gifts.
As the organisational, the country climate and worldview also influence these perceptions, they are also explored.
Specific focus on methodology
Align Qualitative and Quantitative data
World Cafe
Story Telling
Appreciative Inquiry OD

12. BeQ™ - Primary Objective
Case Study
BeQ™ - Primary Objective
Understand the underlying mental models of the Case Organisation’s staff and those withing the departments
Explore the relations between perceptions that influence organisational commitment and the unleashing of individual voices
Understand the underlying assumptions as they pertain to the individual, the various departments and contractor groups, the mine (organisation) and the greater organisation
Determine the level of engagement within the organisation, that will manifest in optimal productivity and safe behaviour. 12

13. BeQ™ - Conducting of Quantitative Research
Case Study Results
BeQ™ - Conducting of Quantitative Research 13

14. Supervisor Capability Production orientation
BeQ™ Model
Within the context of the culture/climate:
Level of
Voice
World View
Assumptions
About Me
Respect,
Regard,
Resilience,
Responsibility
The
individual
The
Team
Climate
Assumptions
About We
Alignment,
Support,
Supervisor Capability
Valuing Diversity,
Accountability
that it is a scientific model that study dynamics conducive for production and safe behaviour on individual group and organisational level and
that you also decided what additional questions you want to be measured, e.g. translation of strategy.
All factors measured were identified by academic and scientific research as pre-requisites for growth in organisations with regards to production and safe behaviour, thus optimising the human capital in a organisation.
The
Organisation
Culture
Assumptions
About
They
Safety Orientation
Production orientation
Wellness capacity
Trust,
Inclusivity, Ethics
BeQ™ Benchmark of Engagement Quotient 14

15. Case Study

16. Case study

17. The story of Case organisation
Sense of Urgency
Supervisor ‘s
Motivation and
Leadership
High Alignment
Focus of BeQ
High Risk Taking
Low
Belonging
Safety Focus
Low
Acknowledgement
Mpira mo ho
Paralyzed
Inconsistent
Perf management
Pride
Low Confidence
Decreased
Performance
Commitment
Language
Diversity
Have voice
Unwillingness to
Engage
Low Wellbeing
Capability
Focus of BeQ
Evident Enablers Outcome Compromisers Manifested Dynamic 17

18. Predicting individual engagement at the case organisation
I_ENGAGEMENT =
.16*SUPERVISOR_CAPABILITY *TRUST EXPAT_LOCAL
Individual engagement could be predicted from perceptions of supervisor capability, trust and expat-local relationships.
The drivers of engagement were analysed for every department; they were different for each environment. 18 18

19. Drivers of engagement in Case Organisation

20. Mind the gap!!!! 20 20

21. Analysis, conclusions and reports
Once research is complete our research consultants undertake full data verification and oversee collation and input.
Data analysis follows, as well as cross-referencing, interpreting and presenting of the findings and conclusions into a full report, including recommendations for alterations and improvements for the future.
Our consultants can also be called upon to undertake presentations to key audiences if required.
Translation to all that have partaken in the study.
Joint action planning to determine corrective actions.
Organisational design report to improve climate is presented.

22. Validation process
What are the goals we have in mind with the measures?
What is the broad research approach?
What is the standard procedure we follow with data analysis?
What are our preliminary results?
What are the lessons we have learned?
What are our next steps?

23. Statistical goals
We want to trust the meaning of our test scores (i.e., validity in all its forms)
Reliable measurement (internal consistency of α = .80, Nunnally, 1978)
Simple structure in terms of dimensionality
Measure must predict important outcomes
Long enough for above, but short enough to be comfortable for client respondent

24. Broad research approach
BEQ v1
Internal properties?
Core items
Benchmarking
BEQ v2
BEQ vBase
Related to important outcomes?
Model fit?
BEQ language Versions
Equivalence
Norm database
In version 1: specified design requirements and assessed, revise content validity by calculating content validity ratio’s with independent reviewers, calculated reliability and factorial validity. Replicated in another major study, found stable replication. Analysed drivers of total scores. Benchmarked against UWES and ACS. Identified shortcomings in design and administration.
In version 2: revised scale definitions, revised items, culled poor items, wrote new items, lenghtened scales. Pilot administration Netcare?
BEQ Base: Scales with acceptable reliability and dimensionality. Establish concurrent validity with other Benchmark scales, but more nb. link with important work outcomes, i.e. behaviour, job performance, unit performance, CWB, OCB, safety, etc. Explore nomological network, e.g. commitment, etc.

25. Prelim results (v1): Reliability (α)
Lowest (+- .34)
(+- .79)
Highest
.80
Target
Reasons
Short scales
Negatively phrased

26. Prelim results (v1, I-factor): Factor structure is acceptable

27. Prelim results (v1 I-factor): Factors structure is acceptable

28. Concurrent validity: UWES Benchm

29. Preliminary results

30. Descriptive statistics: factors

31. Factor intercorrelations

32. Predictors of engagement

33. Predictors of engagement

34. Drivers Org #1

35. Drivers Org #2

36. Next steps in development
Analyse psychometric properties (v2) in pilot administration
Administer v2 to client organisation
Last refinements to produce Base version
Write test manual and administration guide
Assess relation of scores to outcome-measures
Cross-validation of model
Develop other language versions
Assess construct equivalence
Develop norm-database

37. Lessons we have learned
Drivers of engagement are sample specific, but supervisor capability plays dominant role
Marry quantitative and qualitative approaches
Instruments are stable in African context
Analyse psychometric properties as evidence of your quality of measurement

38. References
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Allen, N.J. & Meyer, J.P. 1990, ‘The measurement and antecedents of affective, continuance and normative commitment to the organisation’, Journal of Occupational Psychology, vol. 63, pp
Angle, H.L. & Perry, J.L. 1986, ‘Dual commitment and labour- management relationship climates‘, Academy of Management Journal, vol. 29, no. 1, pp
Angle, H.L. & Perry, J.L. 1983, ‘Organisational commitment: Individual and organisational influences‘, Work and Occupations, vol. 10, no.2, pp
Baruch, Y. & Winkelmann-Gleed, A. 2002, ‘Multiple commitments: A conceptual framework and empirical investigation on a Community Health Service Trust‘, British Journal of Management, vol. 13, pp
Benson, J. 1998, ‘Dual commitment: Contract workers in Australian manufacturing enterprises’, Journal of Management Studies, vol. 35, no. 3, pp
Bishop, J.W. Dow Scott, K. & Burroughs, S.M. 2000, ‘Support, commitment, and employee outcomes in a team environment’, Journal of Management, vol. 26, no. 6, pp
Blau, P.M. 1964, Exchange and Power in Social Life, Transaction Publishers, New Brunswick, New York. 38 38

39. References
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Crabtree, S. 2005, ‘Engagement keeps the doctor away‘, Gallup Management Journal, January 13, pp. 1-4.
Deery, S.J. & Iverson, R.D. 1998, ‘Antecedents and consequences of dual and unilateral commitment: A longitudinal study‘, The University of Melbourne, Department of Management working paper number 1, January 1998.
Echols, M.E. 2005, ‘Engaging employees to impact performance‘ Chief Learning Officer, February, pp
Eisenberger, R. Fasolo, P & Davis-LaMastro, V. 1990, ‘Perceived organisational support and employee diligence, commitment and innovation‘, Journal of Applied Psychology, vol. 75, no. 1, pp
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40. References
Harter, J.K. Schmidt, F.L. & Hayes, T.L. 2002, ‘Business- unit- level relationship between employee satisfaction, employee engagement, and business outcomes: A meta analysis‘, Journal of Applied Psychology, vol. 87, no. 2, pp
Kahn, W.A. 1990, ‘Psychological conditions of personal engagement and disengagement at work‘, Academy of Management Journal, vol. 33, no. 4, pp
Luthans, F. & Peterson, S.J. 2002, ‘Employee engagement and manager self-efficacy: Implications for managerial effectiveness and development‘, Journal of Management Development, vol. 21, 5, pp
May, D.R. Gilson, R.L. & Harter, L.M. 2004, ‘The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work’, Journal of Occupational and Organizational Psychology, vol. 77, PP
Macey, W.H. & Schneider, B ‘The meaning of employee engagement’ , Industrial and Organisational Psychology, vol, 1, pp 3-30.
McDade, S. & McKenzie, A. 2002, ‘Knowledge workers in the engagement equation’, Strategic HR Review, vol. 1, 4, pp
Meyer, J.P. & Allen, N.J. 1991, ‘A three component conceptualisation of organisational commitment’, Human Resource Management Review, vol. 1, pp 40 40

41. References
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Viljoen, R.C. 2008, ‘Sustainable organisational transformation through inclusivity’, DBL dissertation. Available online www://etd.unisa.ac.za/ETD-db/theses/available/etd /unrestricted/00thesis.pdf 41 41

42. Questions ? 42 42