Employee Engagement

Three Types of Employees

(Gallup)

The True Believers

17%

The Agnostics

29%

The Disaffected

54%

Definition Pertaining to
Engagement as a Behavioural
Outcome
Employee engagement is defined as discretionary effort or
a form of inrole or extrarole effort or behaviour, involving
innovative and adaptive performance and going beyond
preserving the status quo, and instead focus on initiating
or fostering change in the sense of doing something more
and/or different

Macey WH, Schneider B (2008), The meaning of employee engagement, Industrial and
Organisational Psychology, 1, 330

Trait
Engagement
(positive
views ofPersonality
life
Proactive
(Consistently
taking action
and work)

and overcoming oppositions

to change things for better)

Autotelic Personality

State Engagement
(feelings of energy,
absorption)

Satisfaction

(Propensity to mentally
transform potential threats
into enjoyable challenges)

Involvement

Trait Positive Affect

(Proclivity for active

Commitment

interaction with environment

leads to friendly behaviors
resulting in more effective
working relationship)

Conscientiousness
Framework for
understanding
the
.
elements of
employee
engagement

Empowerment

Behavioral
Engagement
(extra-role
Organizational
behaviour)
Citizenship
Behaviour (OCB)
Proactive/Personal
Initiative
Role Expansion
Adaptive

Trust

Work
Attributes
Transformational
Variety
Leadership
Challenge
Autonomy
Macey WH, Schneider B (2008), The meaning of employee engagement, Industrial and Organizational Psychology, 1,
330

Saks, A. M. (2006). Antecedents and consequences of employee engagement.

Journal of Managerial. Psychology, 21, 7, 600-619

Myths About Employee

Engagement
Myth #1- Employee engagement is HRs role.
Myth #2 - Employee engagement requires a large budget.
Myth #3 - Employee engagement isnt something to be
focused on now ie during recession.
Myth #4 - Employee engagement is warm and fuzzy, and
there arent statistics to back it up.
Myth #5 - Employee engagement is a trend

The Seven Focus Areas for Building

Engagement Capital
1. Organizational Values: Foster Employee Ownership and
Protection of Values
2. Work Environment: Enable Employees to Demonstrate
Obvious Impact on the Organization
3. Employee Networks: Build Relevant Connections That
Help Employees Execute Work Successfully
4. Career Management: Align Employees to Jobs by
Capabilities and Interests, Then Leverage Peers to
Support Career Steps
5. Rewards: Include Noncash Awards in Rewards Strategy
6. Performance Management: Foster Peer-to-Peer Informal
Feedback
7. Role Clarity: Leverage Teams to Translate Goals into
Corporate
Leadership
Day-to-Day
Work Council 2004 Employee Engagement
Survey

Sears Turnaround

Five new strategic priorities

Core business growth
Customer focus
Cost reduction
Responsiveness to local markets
Culture and organizational renewal

Sears Turnaround- Determinants of

Employee Behaviour
Attitude about work
1.
2.
3.
4.

I like the kind of work I do

My work gives me a sense of accomplishment
I am proud to say that I work at Sears
How does the amount of work you are expected to do influence
your overall attitude towards work?
5. How do your physical working conditions influence your overall
attitude towards work?
6. How does the way you are treated by those who supervise you
influence your overall attitude about your job

Attitude about the company

1.
2.
3.
4.

I feel good about the future of the company

Sears is making the changes necessary to compete effectively
I understand our business strategy
Do you see a connection between the work you do and the
companys strategic objectives?

Sears a Compelling Place to Shop,

Work, and Invest.
1. I like the kind of work I do.
2. My work gives me a sense of
accomplishment.
3. I am proud to say I work at Sears.
4. How does the amount of work you are
expected to do influence your overall attitude
about your job?
5. How do your physical working conditions
influence your overall attitude about your job?
6. How does the way you are treated by those
who supervise you influence your overall
attitude about your job?
7. I feel good about the future of the company.
8. Sears is making the changes necessary to
compete effectively.
9. I understand our business strategy.
10. Do you see a connection between the work
you do and the company's strategic objectives

Attitud
e
about
the job

Employe
e
behavio
r
Attitud
e
about
the
compa
ny

Rucci, A. J., Kim, S. P. and Quinn, R. T., The

Employee-Customer Profit Chain at Sears, Harvard
Business Review, Jan-Feb 1998

The customer task force :

to build customer loyalty, to make Sears a fun
place to shop
to provide excellent customer service by hiring
and holding on to the best employees
to offer the right merchandise at the right
prices.
The employee task force:
to build a workforce of involved and empowered
employees
to encourage new ideas
to create an environment in which employees
could realize their personal goals and develop
their skills and abilities
The financial task force :

At work, Peter Gibbon seems bursting with energy.

In the mornings Peter Gibbon seems very eager to go to work
Peter Gibbon continues working for very long periods at a time
In the movie Peter Gibbon always perseveres when it comes to
doing his job, even when things do not go well
Peter Gibbon seems to find the work that he does full of meaning
and purpose..
Peter Gibbon looks very enthusiastic about his job
Peter Gibbon appears proud of the work that he does
To him, his job is challenging
Time flies for Peter Gibbon when he is working.
When Peter Gibbon is shown working, it seems that he forgets
everything else around him.
Peter Gibbon seems to get carried away while he is working
It seems he finds it difficult to detach himself from his job