Ethical Problems of Managers Chapter 6

Employee Engagement  Actively engaged: Passionate and enthusiastic Passionate and enthusiastic Feel profoundly connected to the company Feel profoundly connected to the company Drive innovation Drive innovation Move the company forward Move the company forward Eagerly go all the “extra mile” Eagerly go all the “extra mile”

Employee Engagement  Not engaged: “checked out” “checked out” Sleepwalking Sleepwalking Put time – but not passion or energy into their work Put time – but not passion or energy into their work May or may not go the “extra mile” May or may not go the “extra mile”

Employee Engagement  Actively disengaged: “It’s not my job” “It’s not my job” Negative drag on the culture Negative drag on the culture Little or no company loyalty Little or no company loyalty Undermine what engaged coworkers accomplish Undermine what engaged coworkers accomplish May well sabotage company initiatives and employee goodwill May well sabotage company initiatives and employee goodwill

Drivers of Engagement  Line of sight  Involvement  Information sharing  Rewards and recognition

Managing the Basics  Hiring and work assignments  Performance evaluations  Discipline  Terminations

Managing a Diverse Workforce  Diversity  Harassment  Family and personal issues

Manager as Lens  Begin with clear standards  Design a plan to continually communicate your standards  Managers are role models

Managing Up and Across  Honesty is rule one  Standards go both ways

 Linda K. Trevino and Katherine A. Nelson, Managing Business Ethics, (Wiley, New Jersey) pp