EMPLOYEE ENGAGEMENT

EMPLOYEE ENGAGEMENT SESSION

PLAN
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The meaning of employee engagement

Job engagement
Organizational engagement
The theory of engagement
The drivers of engagement
Outcomes of engagement
Enhancing overall engagement
The drivers of engagement
Methods of enhancing engagement

ENGAGEMENT DEFINED
Engagement happens when people are committed to
their work and the organization and motivated to achieve
high levels of performance. It has two interrelated
aspects:
1.job engagement, which takes place when employees
exercise discretionary effort because they find their jobs
interesting, challenging and rewarding
2.organizational engagement, when employees identify
with the values and purpose of their organization and
believe that it is a great place in which to work and to
continue to work

THE IES MODEL OF ENGAGEMENT

Organizational
citizenship

Commitment

Organisational
citizenship
behaviour

Commitment
Engagement

Motivation

Source: Armstrong et al, 2010

Motivation

FACETS OF ENGAGEMENT
Alfes et al (2010) see engagement as having three core
facets:
Intellectual engagement
Affective engagement
Social engagement

A THEORY OF ENGAGEMENT
As a belief
As explained by social exchange theory - a two-way
relationship between the employer and the employee

DRIVERS OF ENGAGEMENT
Alfes et al (2010):
meaningful work (the most important)
senior management vision and communication
positive perceptions of ones line manager
employee voice - having a say in matters that concern
them
MacLeod and Clarke (2009) emphasized:
leadership that ensures a strong, transparent and explicit
organizational culture that gives employees a line of sight
between their job and the vision and aims of the
organization

OUTCOMES OF ENGAGEMENT
An engaged employee:
is willing to go the extra mile
believes in and identifies with the organization
wants to work to make things better
understands the business context and the bigger
picture
respects and helps colleagues
(Robinson et al, 2004)

ENHANCING JOB ENGAGEMENT

Job engagement can be enhanced through:
good job design
learning and development programmes
performance management
improving the quality of leadership provided by line
managers

HOW REWARD POLICIES INFLUENCE

PERFORMANCE THROUGH
ENGAGEMENT

Culture/people management
supportive supervisor

regular open feedback

team-working
involvement
career development
work/life balance

Staff attitudes and commitment

satisfaction with rewards
treated fairly

Performance

feeling involved and developed

Rewards

identification with organization

performance pay
variable pay
team rewards
recognition
for customer service/quality
single status

Source: Reilly and Brown (2008)

ENHANCING ORGANIZATIONAL
ENGAGEMENT

Strong positive culture

Strong management
Careful system and job design
Provision of appropriate resources
Enhance employee voice
The big idea