What you can do to increase Mastering SuperVision 2009 Paige Fyock, Computer Store Anna Marie Nachman, Environment & Natural Resources Institute Richard Stoller, Schreyer Honors College

“…the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization” “an employee’s involvement with, commitment to, and satisfaction with work” “…the art and science of engaging people in authentic and recognized connections to strategy, roles, performance, organization, community, relationship, customers, development, energy, and happiness to leverage, sustain, and transform work into results” “…a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work” The Conference Board 2006 Wikipedia David Zinger 2009

Gregg Lederman Blog 2009

 Passionate and enthusiastic, feel emotional bond to work  Feel profoundly connected to the University  Desire to make things better; eagerly go the extra mile  Respectful of colleagues  Checked out  Sleepwalking  Put in time – but no passion or energy into work  May or may not go the extra mile  It’s not my job; everyone else does it; the boss does it  Negative drag on the culture  Little or no loyalty  Undermine other engaged employees Actively Engaged Not Engaged Actively disengaged Mastering SuperVision - Integrating Ethics in the Workplace Module

of employee engagement

 Connect  Value your employees  Career  Provide challenging, meaningful work and opportunities  Clarity  Communicate a clear vision  Convey  Clarify expectations and provide feedback  Congratulate  Give recognition  Contribute  People want to know their input matters  Control  Employees value control of flow & pace of their jobs  Collaborate  Great leaders create environments that foster trust & collaboration  Credibility  Leaders should demonstrate high ethical standards  Confidence  Good leaders help create confidence in the organization by setting the example Gerard H. Seijts and Dan Crim (2006)

 Job engagement  Organization engagement  Mission engagement Job and organization engagement are similar in for-profits and non-profits Mission engagement is more important in non-profits such as Penn State

 Academic/educational pricing  Support of student organizations  Not a “big box store” – we are Penn State Penn State's Computer Store provides academic/educational pricing to the Penn State community. It's non-commissioned staff provides unbiased consulting on a wide variety of hardware, software, and accessories. The store collaborates with Take Charge to promote energy awareness across all of Penn State, is a drop off location to recycle toners/batteries/cell phones, and offers an extensive list of green products. It is a proud sponsor of THON and Icers, along with many smaller clubs.

 Leadership sets excellent example of engagement  Employees feel valued  Employees are empowered – have respect; information, resources, & skills needed; and understand the mission  Interesting work related to current issues  Engagement is contagious – entire team is actively engaged

High organizational engagement, opportunities for increased mission engagement  Position advertisement language  Socialization of new staff  Staff meeting agendas  Staff recognition and awards

 “Road” Scholars  Annual tour program for new and recently tenured Penn State Faculty  College of Ag Sciences New Staff Orientation  Program for new staff in the College of Ag Sciences  Mastering Supervision  HRDC certificate program that provides participants with proven skill for supervising others while furthering the University’s goals  Penn State Leader  HRDC program - the foundation of leadership values and principals at Penn State for all faculty, staff, and technical-service employees