Title: Engage your Employees on a journey to Excellence
1Engage your Employees on a journey to Excellence
Bertien Kamping
2 3Todays programme
- The nature and the importance of Employee
Engagement at Nottingham University - A theoretical framework around Employee
Engagement - Three (innovative) techniques that can be used
with staff to improve involvement and innovation - Generating ideas and inspiration for the
development of personal action plans - Experience how questioning skills can empower
others
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5 6Start with the end in mind
7Excellence
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9Employee Engagement
Digging deeper
Flavour of the month?
Old wine in a new bottle?
10Definition
- harnessing organisational members selves to
their work roles. Engaged employees employ and
express themselves physically, cognitively and
emotionally as they perform their roles - Kahn. W(1990) Psychological conditions of
personal engagement and disengagement at work
11Engagement
- Energy
- Involvement
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- Efficacy
12Scientific Management
13Hawthorne experiment
141970s employee participation
Trust Decision Making Organisational
Effectiveness Employee performance Increased
productivity
15Mc Gregors theory Y Employees want to take
responsibility for their work, they desire the
opportunity for personal development within their
job and what to achieve organisational goals
Where is the theoretical glue?
16The theory of planned behaviour
Theory of planned behaviour, Ajzen and Fishbein
(1980)
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18The theory of planned behaviour
Theory of planned behaviour, Ajzen and Fishbein
(1980)
19Perspectives on Employee Involvement
- Traditional versus Current
- Supplement Initiative and replacement Initiatives
- Direct, indirect and financial participation
- Employee involvement continuum
20Higher Education
- Personal Attitude need for achievement, sense of
competency, sense of professionalism - Subjective norm formalisation and
centralisation work group influences - Perceived behavioural control perceptions of the
attitude of the organisation towards its
employees, fairness in staff decisions
advancement and pay leadership style
Thornhilll, Lewis and Saunders
21How
- Communication down the organisation
- Communication up the organisation
- Job design
- Financial Participation
- Leadership and management style
22Alignment with vision and values
- Raglan
- United Utilities
- Liverpool Mutual Homes
- LA in Yorkshire
23Conclusion
24On a scale from 1 to 10
Overall, how involved do you feel people are at
Nottingham Univeristy?
Overall, how involved do think members of staff
feel at Nottingham university?
25Creativity challenge
- Outrageous Opposites
- Building on
- Lateral thinking
26My vision
- Working in a group of three
27Reflection
- Defining excellence
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- Benefits of involvement
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- Formulating your vision