Human resources (hr) management for non hr managersOlayiwola Oladapo
Non HR Managers have to get work done through others. To do that they need to understand how to manage their people as front line Managers who have the closest proximity to the People. HR for Non HR Managers equip Managers with the fundamental HR Management Know how required for managing people for result.
The Outstanding Organization: Building the Foundation for Everyday ExcellenceTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To buy the book: http://bit.ly/TOObk
These are slides from a keynote given on 11/5/13 in Stockholm, Sweden at the Nordic Forum for Improvements which was organized by C2 Management.
This keynote focused on the four requirements for excellence in any endeavor: clarity, focus, discipline, and engagement.
For more information on C2 Management visit them at: http://www.c2management.se.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Introduces the famous DiSC profile and gives basic information about interpreting the results. Please read the copyright information. I really appreciate you acknowledging The Business Center as the source for the material. If you need DiSC profiles, please contact us to order them at bizcenter.com .
Human resources (hr) management for non hr managersOlayiwola Oladapo
Non HR Managers have to get work done through others. To do that they need to understand how to manage their people as front line Managers who have the closest proximity to the People. HR for Non HR Managers equip Managers with the fundamental HR Management Know how required for managing people for result.
The Outstanding Organization: Building the Foundation for Everyday ExcellenceTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To buy the book: http://bit.ly/TOObk
These are slides from a keynote given on 11/5/13 in Stockholm, Sweden at the Nordic Forum for Improvements which was organized by C2 Management.
This keynote focused on the four requirements for excellence in any endeavor: clarity, focus, discipline, and engagement.
For more information on C2 Management visit them at: http://www.c2management.se.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Introduces the famous DiSC profile and gives basic information about interpreting the results. Please read the copyright information. I really appreciate you acknowledging The Business Center as the source for the material. If you need DiSC profiles, please contact us to order them at bizcenter.com .
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
What is HR analytics and how it is done? Along with Survey on 41 individuals from different organizations with an experience of about 6 months to 27 years.
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
The presentation is about how talent management is different from performance management, advantages and disadvantages of talent management, strategic point of view of TM and talent retention strategy.
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
The Job Demands - Resources model of burnout and engagement. Basic propositions. This model of employee well-being integrates various job stress and motivation models, including the job demands - control model, the job characteristics model, the effort-reward imbalance model, and conservation of resources theory.
The 4 keys to building a great place you want to work. Elements that help embed and build a positive culture. Employee Engagement is a 2way conversation.
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
What is HR analytics and how it is done? Along with Survey on 41 individuals from different organizations with an experience of about 6 months to 27 years.
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
The presentation is about how talent management is different from performance management, advantages and disadvantages of talent management, strategic point of view of TM and talent retention strategy.
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
The Job Demands - Resources model of burnout and engagement. Basic propositions. This model of employee well-being integrates various job stress and motivation models, including the job demands - control model, the job characteristics model, the effort-reward imbalance model, and conservation of resources theory.
The 4 keys to building a great place you want to work. Elements that help embed and build a positive culture. Employee Engagement is a 2way conversation.
Emotional Intelligence and Work EngagementScott Thor
This presentation provides an overview of research in which over 5,000 U.S. ASQ members contributed. The research centered on the relationship between emotional intelligence and work engagement in process improvement experts. Conclusions from the research suggest individuals who can manage their emotions are more likely to be engaged in their work.
Sorting Out the Wellness Puzzle for Worksite Wellness with What to do about c...Cindy Cohen RN, BS BA
What to do about corporate and work site wellness can be confusing at best and overwhelming worst. There are so many options to choose from; it's hard to know which one is best for your company's unique culture. To add to the mix, all the new health care reform laws seem daunting. C2 Your Health LLC can help your company find the program that's just right fit whether it's a ready-to-go program like Health-E 4 Life Worksite wellness or a-la-carte options!
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
A comprehensive list of the most important questions to include in your employee engagement survey.
Question categories include:-
The Organisation, Strategy & Culture
Communication
My Work
Management
Leadership
Opportunities
Reward
Recognition
Training and Development
Quality of Life
Teamwork
Plus demographic and open questions for added insight.
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...OECD Governance
This presentation by Dr. David Guest from King's College, was made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
3 key strategies to boost your lean transformation journey LEI summit 2014 Lo...Darrell Damron
In this session, Darrell Damron, enterprise lean consultant with the Results Washington team, shared effective strategies for:
Establishing a lean expert partnership program.
Creating a leadership development program.
Fostering communities of practice.
Involving employees in improving their work and processes by eliminating waste.
Very brief introduction to Manager-Tools.com given by Tyler Peterson at the Utah Engineering Leadership Meetup December 10, 2019. Names the basic models in the Manager Tools Trinity, but does not give the details. For that, visit manager-tools.com, subscribe or listen to the free podcasts.
Event Link: https://www.meetup.com/Engineering-Leadership-Utah/events/266937923/
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Best Ayurvedic medicine for Gas and IndigestionSwastikAyurveda
Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
The Gram stain is a fundamental technique in microbiology used to classify bacteria based on their cell wall structure. It provides a quick and simple method to distinguish between Gram-positive and Gram-negative bacteria, which have different susceptibilities to antibiotics
CDSCO and Phamacovigilance {Regulatory body in India}NEHA GUPTA
The Central Drugs Standard Control Organization (CDSCO) is India's national regulatory body for pharmaceuticals and medical devices. Operating under the Directorate General of Health Services, Ministry of Health & Family Welfare, Government of India, the CDSCO is responsible for approving new drugs, conducting clinical trials, setting standards for drugs, controlling the quality of imported drugs, and coordinating the activities of State Drug Control Organizations by providing expert advice.
Pharmacovigilance, on the other hand, is the science and activities related to the detection, assessment, understanding, and prevention of adverse effects or any other drug-related problems. The primary aim of pharmacovigilance is to ensure the safety and efficacy of medicines, thereby protecting public health.
In India, pharmacovigilance activities are monitored by the Pharmacovigilance Programme of India (PvPI), which works closely with CDSCO to collect, analyze, and act upon data regarding adverse drug reactions (ADRs). Together, they play a critical role in ensuring that the benefits of drugs outweigh their risks, maintaining high standards of patient safety, and promoting the rational use of medicines.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
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Colonic and anorectal physiology with surgical implications
Wilmar Schaufeli: Employee Engagement
1. Positive occupational health
The challenge for the future
Wilmar Schaufeli
Utrecht University
The Netherlands
&
University of Leuven
Belgium
Jorma Rantanen lecture, FIOH, 21 November 2014 - 1
2. The Low Countries Leuven Utrecht
Jorma Rantanen lecture, FIOH, 21 November 2014 - 2
3. City of Utrecht
Jorma Rantanen lecture, FIOH, 21 November 2014 - 3
4. City of Leuven
Jorma Rantanen lecture, FIOH, 21 November 2014 - 4
6. The Janus-face of work
Labor: Animal laborans
• Effort
• Strain
• Sacrifice
• Blood, sweat & tears
• ‘In the sweat of thy face shalt
thou eat bread’ (Genesis 3:19)
The traditional view
• Disease
• Disorder
• Damage
• Disability
Opus: Homo faber
• Creativity
• Productivity
• Challenge
• Development
• ‘In and through labor man
becomes man’ (Karl Marx)
Jorma Rantanen lecture, FIOH, 21 November 2014 - 6
7. “Positive Psychology is the scientific study of optimal human
functioning. It aims to discover and promote the factors that
allow individuals and communities to thrive”
Martin Seligman (1999)
It’s time for a change…..
Jorma Rantanen lecture, FIOH, 21 November 2014 - 7
8. Positive concepts
• Appreciative inquiry
• Authentic leadership
• Character strengths and
virtues
• Courage
• Emotional intelligence
• Empowerment
• Flourishing
• Flow
• Gratitude
• Hope
• Organizational
virtuousness
• Organizational spontaneity
• Organization based self-etsteem
• Passion
• Psychological capital
• Resilience
• Self-efficacy
• Serving leadership
• Spirituality
• Spirit at work
• Thriving
• Transcendent behavior
Jorma Rantanen lecture, FIOH, 21 November 2014 - 8
9. Changes in the world of work
From To
• Stability ● Continuous change
• Monoculture ● Diversity
• Vertical hierarchy ● Horizontal networks
• External supervision & control ● Self-control & empowerment
• Dependence on organization ● Accountability & employability
• Fixed schedules & work patterns ● Boundarylessness
• Physical demands ● Mental and emotional demands
• Individual work ● Team work
• Detailed job descriptions ● Job crafting
Jorma Rantanen lecture, FIOH, 21 November 2014 - 9
10. ‘Psychologization’
For modern organizations, mental capital is of increasing
importance. Therefore they do not need a merely ‘healthy’
workforce but a motivated workforce that is ‘engaged’.
Jorma Rantanen lecture, FIOH, 21 November 2014 - 10
11. The emergence of engagement
• First used in the 1990’s in business contexts
• Increase of importance of mental capital
• From 2000 onwards also in academia
• Emergence of positive psychology
Jorma Rantanen lecture, FIOH, 21 November 2014 - 11
12. Engagement = business
• 2,030,000 hits (in 0.19 sec.)
• All major consultancy firms are involved
Jorma Rantanen lecture, FIOH, 21 November 2014 - 12
13. Engagement is on the rise…
Source: Google Scholar
400
350
300
250
200
150
100
50
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Work engagement Employee engagement
Jorma Rantanen lecture, FIOH, 21 November 2014 - 13
Number of publications
14. Why positive?
Jorma Rantanen lecture, FIOH, 21 November 2014 - 14
Scientific
• To overcome the one-sided negative focus
• To challenge the notion of one-dimensionality
• To add explanatory power
Practical
• To be in line with business developments
• To connect HRM and OH&S
Pragmatic
• It is more appealing
• It is fun
15. What is engagement?
Concept and measurement
Jorma Rantanen lecture, FIOH, 21 November 2014 - 15
17. Engagement in business
: “Engaged employees consistently demonstrate three general
behaviors. They: (1) Say – consistently speak positively about the
organization to co-workers, potential employees, and customers; (2)
Stay – have an intense desire to be a member of the organization despite
opportunities to work elsewhere; (3) Strive – exert extra time, effort,
and initiative to contribute to business success” (www.hewittassociates.com).
Employee engagement is usually defined in terms of:
• Organizational commitment (affective – say and continuance - stay)
• Extra-role behavior (discretionary effort - strive)
Jorma Rantanen lecture, FIOH, 21 November 2014 - 17
18. Engagement in academia
“Work engagement is a positive, affective-motivational state of
fulfillment that is characterized by vigor, dedication, and
absorption” (p. 74).
Schaufeli et al. (2002)
Jorma Rantanen lecture, FIOH, 21 November 2014 - 18
19. Utrecht Work Engagement Scale (UWES)
• Vigor
• “At my job I feel strong and vigorous”
• Dedication
• “I am enthusiastic about my work”
• Absorption
• “I get carried away by my work”
Available in 26 language versions from www.wilmarschaufeli.nl
Finnish version: Seppälä et al. (2009)
Schaufeli et al. (2002, 2006)
Jorma Rantanen lecture, FIOH, 21 November 2014 - 19
20. What do we know?
Jorma Rantanen lecture, FIOH, 21 November 2014 - 20
21. Prevalence of engagement
Study Sample Engaged (%)
Gallup (2010) US 28%
Towers Perrin (2005) US 23%
Blessing White (2005) US 21%
Towers Perrin (2004) UK
France
Germany
14%
14%
23%
Gallup (2003) UK
France
Germany
19%
12%
12%
± 25%
± 15%
Jorma Rantanen lecture, FIOH, 21 November 2014 - 21
22. Demographics of engagement
(N = 4,000 representative Dutch national sample)
• Weak positive relationship with age (r = .10)
• No systematic gender differences
• Differences between professions:
Smulders (2006)
High in engagement:
• entrepreneurs
• teachers
• managers
• artists
• farmers
• sales persons
• nurses
Low in engagement:
• blue-collar workers
• food processing
• printers
• police officers
• ICT-workers
• home care staff
• retail workers
Jorma Rantanen lecture, FIOH, 21 November 2014 - 22
23. Development of engagement across time
• Engagement is relatively stable across time (Mauno et al., 2007; Seppälä et al.,
2009)
• Engagement and workaholism develop separately, job change
has positive effect (Mäkikangas et al., 2013)
• Vigor and exhaustion do not develop in tandem, but dedication
and cynicism do (Mäkikangas et al., 2012)
• Two profiles: Engaged and Exhausted-Workaholic (Innanen et al., 2014)
Jorma Rantanen lecture, FIOH, 21 November 2014 - 23
24. Engagement model in business
‘Linkage studies’
Engagement
drivers
Employee
engagement
Business
outcomes
Jorma Rantanen lecture, FIOH, 21 November 2014 - 24
25. Drivers of engagement
• Trust and integrity of management
• Personal relationship with manager
• Co-workers and team (support, climate)
• Challenging job (autonomy, participation)
• Skill development
• Career opportunities
• Line-of-sight between individual and company performance
• Pride about the company
Source: Gibbons (2006), based on 12 studies using over 500,000 employees around the globe
Jorma Rantanen lecture, FIOH, 21 November 2014 - 25
26. Business outcomes (linkage studies)
• Sales performance at team level (Bates, 2004 Fleming et al. 2005)
• Customer service productivity (Conference Board, 2003)
• Customer satisfaction (Coco & Jamison, 2011)
• Company’s financial performance (Hewitt, 2004)
• Individual job performance (CLC, 2004)
• Customer’s discretionary purchases (Oakley, 2005)
• Retention and turnover (Towers Perrin, 2005)
For additional case studies see the report to the UK government of MacLeod & Clarke (2010). Engaging
for success: Enhancing performance through engagement.
Jorma Rantanen lecture, FIOH, 21 November 2014 - 26
27. Engaged vs. non-engaged units
152 organizations; 32,394 business units; 955,905 employees
Gallup, 2010; See also Harter, Schmidt & Hayes, 2002
Absenteeism Safety incidents Quality (defects)
Customer
satisfaction Productivity Profitability
- 37%
- 49%
- 60%
+12%
+18% +16%
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28. Academic studies
• Is engagement something specific?
• What are its antecedents and consequences
• How can it be explained?
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29. Types of affective employee well-being
ACTIVATION
DISPLEASURE PLEASURE
DEACTIVATION
Adapted from Russell (2003)
SATISFIED
WORK
ADDICTED
BURNED-OUT
ENGAGED
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30. Putting the taxomomy to the test
Salanova et al. (2014)
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31. Engagement goes beyond job satisfaction
Correlation between engagement and satisfaction: .53 (k=4, N=9,712)
k N Satisfaction Engagement
Task performance 5 1175 .30 .39
Contextual performance 4 1139 .24 .43
Christian, Garza & Slaughter (2011)
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32. Antecedents
Job resources
• Job control
• Social support
• Performance feedback
• Opportunity to develop
• Task variety
• Responsibility
• Transformational leadership
• Value fit
• Organizational justice
Challenge demands
• Workload
• Time urgency
• Mental demands
For reviews and meta-analyses see: Halbesleben (2010); Mauno et al. (2010); Crawford et al. 2010; Christian et al. (2011)
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33. Antecedents
Challenge demands
• Workload (challenging job)
• Time urgency (idem)
• Mental demands (idem)
Job resources
• Job control (autonomy)
• Social support (co-workers and team)
• Performance feedback (line-of-sight)
• Opportunity to develop (career opportunities)
• Task variety (skill development)
• Responsibility (challenging job)
• Transformational leadership (personal relation with leader)
• Value fit (pride)
• Organizational justice (trust & integrity)
For reviews and meta-analyses see: Halbesleben (2010); Mauno et al. (2010); Crawford et al. 2010; Christian et al. (2011)
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34. Person characteristics
• Emotional stability
• Extraversion
• Conscientiousness
• Optimism
• Self-confidence
• Achievement striving
• Adaptive perfectionism (i.e. personal standards)
For reviews see: Simpson (2009), Schaufeli & Salanova (2008), Schaufeli & Taris (2012)
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35. Individual outcomes
Physical
• Reactivity of the HPA (Hypothalamic-Pituitary-Adrenal) –axis (Langelaan et al. 2006)
• Cardiac autonomic activity (Seppälä et al., 2012)
Mental
• Low levels depression (Hakanen & Schaufeli, 2012; Anxiety (Innstrand, 2012)
• Perceived physical/psychosomatic health (Schaufeli, Taris, van Rhenen, 2008)
• Sleep quality (Kubota et al., 20l1); Sleep hygiene (Barber et al., 2013)
Behavioral
• Workability(Airila et al. 2012)
• Proactive behavior (Salanova & Schaufeli, 2008)
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36. Organizational outcomes
• Quality of service as perceived by customers (Salanova et al. 2005, Fischer, 2012)
• Self-reported medical errors (Prins et al., 2009)
• Occup. injuries, adverse events, unsafe behaviors (Nährgang, 2011)
• Manager’s and co-worker’s rated job performance (Halbesleben & Wheeler,
2008)
• Innovativeness (Hakanen, Perhoniemi & Toppinen-Tanner, 2007)
• Frequency of sickness absenteeism (Schaufeli, Bakker & Van Rhenen, 2009)
• Financial return (Xantopoulou, Bakker, Demerouti & Schaufeli, 2008); Pay level (Hakkanen &
Koivumäki, 2014)
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37. A model for work engagement
Challenge
demands
Job
resources
Personal and
organizational
outcomes
Engagement
Personal
resources
Leadership
Adapted from Bakker & Demerouti (2007, 2008)
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38. What we know…
• Work engagement differs from workaholism and job satisfaction
• Similar antecedents of work engagement are identified by business and
academic research
• Business research shows linkage with business outcomes
• Academic research shows links with person characteristics and individual
outcomes and – to a lesser degree – organizational outcomes
• A dynamic psychological motivation process seems to exist
• Leadership might play a crucial (indirect) role
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39. How to improve engagement ?
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40. Interventions
Treatment à Prevention à‘Amplition’
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41. Different levels (empirical evidence)
• Individual level
• Gratefulness and kindness (Ouweneel, Le Blanc & Schaufeli, 2014)
• Mindfulness (Leroy, Anseel, Dimitrova & Sels, 2013)
• Job crafting training (Van den Heuvel, Demerouti & Peeters, 2012)
• Career management training (Vuori, Toppinen-Tanner & Mutanan, 2011)
• Team level
• Manager led group meetings (Allen & Rogeslberg, 2013)
• Caring leadership (Bishop, 2013)
• Team redesign (Cifre, Salanova & Rodriguez, 2010)
• Team-level collaborative job crafting (McClelland, 2014)
• Organization level
• Performance management (Mone et al., 2011)
• Leadership development (Biggs, Brough & Bardour, 2014)
For additional case studies see: MacLeod & Clarke Simpson (2010)
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42. Key-factors for success (consultancy experience)
1. Systematic, stepwise approach
2. Combination of approaches
3. Participation
4. Communication
5. Commitment from top-management
6. Focus on operational leadership
There is neither a ‘silver bullet’ nor a ‘quick fix’
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43. Work engagement…..
• … seems to be a unique construct
• … can be measured in a valid and reliable way
• ... is fostered by job and personal resources
• … has positive consequences for employee and organization
• … may be improved by interventions at different levels
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44. Paljon kiitoksia mielenkiinnostanne!
More information
Academic: www.wilmarschaufeli.nl
Consultancy: www.3ihc.nl
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