Tj Host

Wedding Ideas & Inspiration
Constructs Of Employee Engagement

Constructs Of Employee Engagement


I welcome you to this lecture
on employee engagement. We’re going to spend the next seven or
eight minutes together looking at this topic, and, hopefully, provide you with some new insights on
this really very exciting topic that has come into the forefront of many business
leaders in the last three decades. So, specifically, in this lecture, what we are going to take a look at is
the impact that employee engagement and disengagement has on the marketplace
in a dollars and cents perspective. We’re also going look at some definitions
of employee engagement. And finally, we’re going to put some of these ideas
and concepts into practice and see what does, what do these constructs actually look
like when you apply them to a particular role within an organization. All right, so let’s take a look first here
at employee engagement levels. Now, there are a number of studies out there
that are talking about how engaged employees are within within their
roles across the United States. And, one particular study, a Gallup study, and this is a consistent year over year, is about two thirds of employees
are disengaged in their work. About 25 percent are passively engaged
and only about 11 percent are engaged within their work roles. Now, what does this mean from a
dollars and cents perspective? When we take collectively, and we
look at this across the United States, it’s a massive number. It’s about $450 to $550 billion are
lost annually through having disengaged employees. So, when business leaders began to see the
impact that employee disengagement and engagement were having
on their bottom line, they began to sit up and listen and say, ok well what can we do as business leaders
about increasing employee engagement? So, before we, we’ll get into
that further in this course. But, before we do that, let’s take a look really at
what is employee engagement. So, let’s look at some of the definitions, so that you can understand
what the nuances and some
of the definitions that are out there from these researchers. And, then also what is the construct
of employee engagement look like? And then how can that be applied
within the business setting? Alright, so employee engagement definitions. I chose three for us to
take a peek at today. And, the first is by William Kahn. William Kahn wrote the seminal article
on employee engagement. He coined the term employee engagement
and he says that engagement is just simply this harnessing of organizational
members selves to their work. So, harnessing employees to
their work and in engagement, how people employee, how they
express themselves physically, cognitively, and emotionally
while performing their roles. We’re going to talk a little bit more
about Kahn’s research in a moment, but let’s take a look at
Shuck and Wollard. So just
a couple of decades later, they were able to look at employee
engagement and they say that it is an employee’s thoughts, emotions, and behaviors directed toward
the organization’s goals. So, similar to Kahn’s, but, what they did was they took,
they did a meta analysis of research up to that point
on employee engagement, and they looked at across this timeframe
of all the engagement definitions and felt that this was one that clarified
what employee engagement was. And, then also the researchers at Gallup, they define engagement
as those who are involved in their work. They’re enthusiastic about their work
and they’re committed to their work and their workplace. So, those are our three definitions for us
to think about as we move into this final section of today’s lecture
on employee engagement. So, employee engagement constructs. So, when we think about the constructs, what are some of the kind of
the ideas that are likely to be the building blocks of
employee engagement? So Kahn says that that
there are three areas that, that an individual would possess in
order to be engaged in their work. And the first is meaningfulness.
So in other words, does that role bring a sense
of return on investment? Does it bring a sense of meaning into
their lives by performing that particular role? The second, if they’re engaged, they have to feel a sense of
safety. And what I mean by safety, that’s beyond the physical safety. This is also when you bring
your full self, your skillset, your knowledge, your personality,
who you are as a human being, when you bring all of that
to that particular role, do you feel safe and that there would be
no negative consequence to your career, to your status within that organization
and even to your personal self image? And, then, finally, availability. This is a sense of being available for
that role on three different levels. Are you physically
available to do that role? Are you emotionally
available to do that role? And then do you have the
psychological resources necessary to perform that role? So, Kahn is saying if you find
meaningfulness in your work, in your work role, if you feel safe, you’re able to bring your full self
into that particular role. And, you’re also, you’re also
available on multiple levels, physically, emotionally,
and psychologically, to bring into that role, then, you are considered engaged
within that work role. So, in this last minute together, what
does this mean? Say in practice? So let’s say we have a woman who is a
manager of HR resources in that role, does she find meaning in investing
herself weekend and week out, year over year? If she finds meaning, then she’s on her way to
being engaged.Does she feel safe? And, again, there, there are no negative consequences by
bringing her full self that she feels safe within that organization, its culture and, and her status within the company, by bringing her full self.
And, if she does that well, this will this advance her career. And ,then, finally, is she physically, emotionally and psychologically
available to bring her, her full self to that role and does she
have resources in these areas to be that HR manager that the
organization needs? So, that last one, availability can sometimes
trip students up. So, let me provide this real life example
that actually happened last week to me. There was a colleague of mine who had
the opportunity to move into a manager role and we were talking about
it. And, I said, you know, this is an opportunity
you’ve been wanting, and what do you think about stepping
into that role at this time? And she said, you know, this
is something I’ve wanted. I know that I would find
a lot of fulfillment. So that’s where that meaning comes
in in a role like that. I feel that, you know, I want to work in
that particular organization, and I can bring my knowledge into it.
So, she knows it’d be a good career move. But, she said at this time, I’m going through some personal
things outside of work. I’m not sure that I’m going to have my
full self essentially to bring into that role. So, maybe, the
timing isn’t right. So, when you think about that in a
real world setting, you know, she was able to knockout that, that I’m not fully available for this
from a psychological perspective, so therefore she wouldn’t
be fully engaged. So, when you think about this, these
constructs of employee engagement, hopefully, this will help us begin to
think about employee engagement, the definition of it, what
it means in the workplace, and how you can begin to put these ideas
into practice where you are within your organization.

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