1. CIPD Intermediate Certificate and Diploma in Human Resource Management
18/10/2016

2. Module objectives
Understand the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes
Understand the importance of employee engagement as a contributor to positive corporate outcomes
Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context

3. Today’s objectives
LO1 Define “employee engagement” LO1 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical) LO1 Compare and contrast employee engagement with other related concepts: “flow”, organisational commitment, job involvement and job satisfaction

4. Employee Engagement What do you think employee engagement is?
DHRM
16/11/2018

5. What is engagement
“a positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation.
“The organisation must work to develop and nurture engagement, which requires a two way relationship between employer and employee”
Institute for employment studies 2004
DHRM
16/11/2018

6. The concept of employee engagement
All employees can make a contribution to the successful organisation
Its about creating opportunities
Its about creating an environment where employees are motivated and want to connect
Three core facets/dimensions (1.2)
Emotional engagement
Cognitive engagement
Physical engagement
“Holistic sensation” (CIPD) “flow”
DHRM
16/11/2018

7. Three “mind sets”
Affective commitment – positive emotional attachment to the organisation
Continuance commitment – the benefits of organisational membership and the loses associated with departure
Normative commitment – employee feelings of obligation to the organisation

8. Is commitment and satisfaction the same as engagement?
Link between organisational success and employee satisfaction (Heskett, Sasser and Schelsinger 1997)
“Service-profit chain” theory
Staff satisfaction = customer satisfaction
Cook (2008) recognises the “Service-profit chain and agrees that there is evidence to prove the theory but argues this does not always mean the employee will go the extra mile to “wow” the customer, or that satisfaction and engagement are the same thing.
DHRM
16/11/2018

9. Satisfaction can come from a person being in the right job
Differences
Loyalty can come from how long an employee has been with the organisation
Satisfaction can come from a person being in the right job
Employees might not be sufficiently motivated to give discretionary effort not “engaged”
Research has suggested (Gallup) only 29% of employees are typically engaged and willing to go the extra mile
DHRM
16/11/2018

10. Engagement levels Characteristic phrases?
(Cook 2008)
Yes Men
Stars
Positive Attitude
Victims
Cynics
Negative Attitude
Inaction
Active
DHRM
16/11/2018

11. Motivating staff to perform
Organisations are recognising that motivation is not just about financial incentives
Prepared to “go the extra mile”
Work more meaningful and fulfilling
Rewards for strong engagement mutually shared
People being “positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to others” (Alfes 2010)
DHRM
16/11/2018

12. Psychological state
Engagement is regarded as a psychological state experienced by employees in relation to their work
With intellectual, emotional and behavioural dimensions
Kahn (1990) suggests that the willingness of employees to discuss work-related improvements with those around them is an important dimension of engagement.
DHRM
16/11/2018

13. The components of employee engagement
Employer engagement and the psychological contract
Employee perceptions of job importance
Employee clarity of job/role performance expectations
Career advancement/improvement opportunities
Personal growth and challenge elements within the role

14. Components……….. Regular feedback and dialogue with superiors
Quality of working relationships with peers, seniors and subordinates
Perceptions of the ethos and values of the organisation
The organisation as an employer brand or employer of choice

15. Aligning engagement practices 1.2
According to the CIPD it is important to align any engagement practices with the organisations purpose, values and mission and of course the business strategy. It needs to be embedded within the organisation and kept alive!

16. EE as a vital dimension……..
……of HR policies, strategies and practices
So why should the organisation be focusing on EE?
What are the potential business benefits?
DHRM
16/11/2018

17. Bibliography
Alfes, K. Truss, C. Soane, E. Rees, C. Gatenby M Creating an Engaged Workforce. Findings from the Kingston Employee Engagement Consortium Project. Research Report Heskett, j. Sasser, E and Schlesinger, L (1997) The Service Profit Chain: How leading companies link profit and growth to loyalty, satisfaction and vlaue, Simon S& Schuster, New York Kahn (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal. Vol 33, No 4 pp Cook, S. (2008) The Essential Guide to Employee Engagement Better Business Performance Through Staff Satisfaction. Kogan Page
DHRM
16/11/2018