How dO WE USE ENGAGEMENT
TO MAXIMUM EFFECT?
GET THE MOST FROM ENGAGED EMPLOYEES

hOW IS ENGAGEMENT CREATED?

Work
R ESOURC...
Upcoming SlideShare
Loading in …5
×

How do we use engagement to maximum effect?

576 views

Published on

HOW DO WE USE ENGAGEMENT TO MAXIMUM EFFECT?

HOW IS ENGAGEMENT CREATED?
THE JOB DEMAND RESOURCES MODEL

WORK-RELATED RESOURCES
AUTONOMY - FEEDBACK - SOCIAL SUPPORT - COACHING
WORK PRESSURE
EMOTIONAL JOB REQUIREMENTS
MENTAL JOB REQUIREMENTS
PYSICAL JOB REQUIREMENTS
PERSONAL
RESOURCES
OPTIMISM - SELF-ESTEEM - SELF-EFFICACY
STRESS RESISTANCE
RESOURCES JOB DEMANDS
IN-ROL PERFORMANCE
EXTRA-ROL PERFORMANCE
CREATIVITY
FINANCIAL TURNOVER_
VITALITY
DEDICATION
ABSORPTION
HELPING TO ACHIEVE GOALS
PERSONAL DEVELOPMENT & GROWTH
Motivation
Energy
Welfare
Stress

PERFORMANCE
WHAT IS THE IMPACT OF RESOURCES & JOB DEMANDS?

AUTONOMY ONLY MAKES SENSE IF THERE ARE CHALLENGES

RESULTS (AT ORGANISATIONAL LEVEL)?
CHALLENGE EMPLOYEES TO USE RESOURCES TO OPTIMUM EFFECT

JOB EDMANDS HAVE A NEGATIVE IMPACT BUT RESOURCES HAVE AN EVEN GREATER IMPACT WHEN JOB DEMANDS ARE PRESENT AT A GOOD LEVEL

RESOURCES JOB DEMANDS
ASPECTS OF THE WORK THAT HELP ACHIEVE WORK-RELATED GOALS AND STIMULATE
PERSONAL DEVELOPMENT & GROWTH

ASPECTS OF THE WORK THAT REQUIRE PHYSICAL/ PSYCHOLOGICAL EFFORT!


MAIN CHALLENGE
=
FINDING THE RIGHT BALANCE

RESOURCES JOB DEMANDS
GET THE MOST FROM ENGAGED EMPLOYEES

HOW DO WE STIMULATE ENGAGEMENT?
STIMULATE EMPLOYEES SUFFICIENTLY TO DEVELOP THEIR POTENTIAL
CREATE AN OPTIMAL WORKING ENVIRONMENT
BY OFFERINGWORK-RELATED RESOURCES

WORK RELATEDRESOURCES
PERSONALRESOURCES

MEASURE AND STIMULATE
PERSONAL RESOURCES
AUTONOMY
FEEDBACK
SOCIAL SUPPORT
COACHING
OPTIMISM
SELF-ESTEEM
SELF-EFFICACY
STRESS RESISTANCE
SERVICE ORIENTATION
ENGAGEMENT
LOYALTY

1. ENGAGEMENT & PERFORMANCE
2. EFFECT ON CUSTOMER SERVICE
3. OBJECTIVE FINANCIAL PERFORMANCE

ORGANISATIONS WITH HIGHER LEVELS OF ENGAGEMENT ACHIEVE A BETTER “RETURN ON ASSETS”, GENERATE HIGHER PROFITS AND HAVE A HIGHER “SHAREHOLDER VALUE”.

CONCLUSION:
ORGANISATIONS THAT USE THEIR EMPLOYEES’ ENGAGEMENT TO OPTIMUM EFFECT STAND TO BENEFIT ON MANY LEVELS

Sources:
An overview of ten years of research into inspiration. Bakker A.B. (2009). Behaviour & Organisation.
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career development international, 13(3), 209-223.
Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage (2009). Macey, Schneider, Barbera & Young. BOOK.

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
576
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
15
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

How do we use engagement to maximum effect?

  1. 1. How dO WE USE ENGAGEMENT TO MAXIMUM EFFECT? GET THE MOST FROM ENGAGED EMPLOYEES hOW IS ENGAGEMENT CREATED? Work R ESOURCES j OB DEMANDS ASPECTS OF THE WORK THAT HELP ACHIEVE WORK-RELATED GOALS AND STIMULATE PERSONAL DEVELOPMENT & GROWTH ASPECTS OF THE WORK THAT REQUIRE PHYSICAL/ PSYCHOLOGICAL EFFORT! THE JOB DEMAND RESOURCES MODEL R ESOURCES { J OB DEMANDS WORK-RELATED PERSONAL WORK PRESSURE RESOURCES RESOURCES EMOTIONAL JOB REQUIREMENTS MENTAL JOB REQUIREMENTS SELF-ESTEEM PYSICAL JOB REQUIREMENTS SOCIAL SUPPORT SELF-EFFICACY COACHING { OPTIMISM FEEDBACK impact on AUTONOMY STRESS RESISTANCE E NGAGEMENT P ERFORMANCE VITALITY IN-ROL PERFORMANCE DEDICATION EXTRA-ROL PERFORMANCE ABSORPTION CREATIVITY FINANCIAL TURNOVER WHAT IS THE IMPACT OF RESOURCES & JOB DEMANDS?   R ESOURCES j OB DEMANDS EnergY HELPING TO ACHIEVE GOALS PERSONAL DEVELOPMENT & GROWTH WelFARE MotivatiON Stress JOB DEMANDS HAVE A NEGATIVE IMPACT RESOURCES HAVE AN EVEN GREATER IMPACT WHEN JOB DEMANDS ARE PRESENT AT A GOOD LEVEL BUT EXAMPLE AUTONOMY ONLY MAKES SENSE IF THERE ARE CHALLENGES { CHALLENGE EMPLOYEES TO USE RESOURCES TO OPTIMUM EFFECT MAIN CHALLENGE = FINDING THE RIGHT BALANCE r ESOURCES j OB DEMANDS r j HOW DO WE STIMULATE ENGAGEMENT? STIMULATE EMPLOYEES SUFFICIENTLY TO DEVELOP THEIR POTENTIAL I II CREATE AN OPTIMAL WORKING ENVIRONMENT BY OFFERING WORK-RELATED RESOURCES MEASURE AND STIMULATE PERSONAL RESOURCES H H OPTIMISM SELF-ESTEEM SELF-EFFICACY STRESS RESISTANCE AUTONOMY FEEDBACK SOCIAL SUPPORT COACHING WORK RELATED RESOURCES PERSONAL RESOURCES RESULTS (AT ORGANISATIONAL LEVEL)? 1. ENGAGEMENT & PERFORMANCE RESOURCES } USE OF RESOURCES GAIN SPIRAL PerformanCe ENGAGEMENT 2. EFFECT ON CUSTOMER SERVICE loyaLTY SERVICE ORIENTATION 3. OBJECTIVE FINANCIAL PERFORMANCE Return on assets Profitability Shareholder value 10% 7% 7% 5% 2,05% 1,08% 0% -5% -4% -5% -10% Low engagement High engagement ORGANISATIONS WITH HIGHER LEVELS OF ENGAGEMENT ACHIEVE A BETTER “RETURN ON ASSETS”, GENERATE HIGHER PROFITS AND HAVE A HIGHER “SHAREHOLDER VALUE”. HIGHLY ENGAGED EMPLOYEES NON-ENGAGED EMPLOYEES VS 72% 27% THINK THEY HAVE A POSITIVE EFFECT ON SERVICE THINK THEY HAVE A POSITIVE EFFECT ON SERVICE 84% 31% THINK THEY AFFECT THE QUALITY OF PRODUCTS THINK THEY AFFECT THE QUALITY OF PRODUCTS CONCLUSION: ORGANISATIONS THAT USE THEIR EMPLOYEES’ ENGAGEMENT TO OPTIMUM EFFECT STAND TO BENEFIT ON MANY LEVELS Sources: An overview of ten years of research into inspiration. Bakker A.B. (2009). Behaviour & Organisation. Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career development international, 13(3), 209-223. Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage (2009). Macey, Schneider, Barbera & Young. BOOK.

×