This document discusses organizational culture and motivation. It introduces how organizational culture was initially studied in the 1970s and 1980s, focusing on how culture could provide competitive advantages. It describes companies as complex, unstable, interdependent systems where culture is co-constructed through daily interactions. The key to a strong culture is focusing on motivating employees through play, purpose, or allowing them to reach their potential, rather than relying on economic or emotional pressures. A successful example is given of Southwest Airlines, which combines purpose, play, and potential to motivate its employees. The conclusion states that focusing on enhancing culture through consistent behaviors, rather than just discussing it, is important for companies.
This document discusses organizational culture and motivation. It introduces how organizational culture was initially studied in the 1970s and 1980s, focusing on how culture could provide competitive advantages. It describes companies as complex, unstable, interdependent systems where culture is co-constructed through daily interactions. The key to a strong culture is focusing on motivating employees through play, purpose, or allowing them to reach their potential, rather than relying on economic or emotional pressures. A successful example is given of Southwest Airlines, which combines purpose, play, and potential to motivate its employees. The conclusion states that focusing on enhancing culture through consistent behaviors, rather than just discussing it, is important for companies.
2. This document has been realised by Baglietto & Partners
The Reason Why
Il Work Engagement Questionnaire di Baglietto & Partners
Un approfondimento statistico
Pag.: 2
Indice
3. This document has been realised by Baglietto & Partners
The reason why
Pag.: 3
PERFORMANCEPERFORMANCE
SELF EFFICACYSELF EFFICACYJOB SATISFACTIONJOB SATISFACTION
MOTIVATIONMOTIVATION
4. This document has been realised by Baglietto & Partners
Il Work Engagement Questionnaire di Baglietto & Partners
La struttura La qualità:
strumento validato scientificamente
Campione
significativo
Analisi
fattoriale
Lo strumento
è valido!!
L’Output Spunti di
riflessione per
le persone
Misura
dell’ingaggio
organizzativo
5. This document has been realised by Baglietto & Partners
Un approfondimento statistico
Fattori Item
1 2 3 4 5 6
Autonomy
0,73 0,72 0,65 0,57 0,48 0,41
Energy 0,88 0,87 0,71 0,60 0,57 0,43
Involvement
0,86 0,77 0,75 0,70 0,67 0,56
Resilience
0,81 0,79 0,75 0,71 0,70 0,65
Tabella delle saturazioni tra i 4 fattori e i 6 item Tabella dell’affidabilità del WEQ
Alfa di
Cronbach N. di item
0,92 24
Le saturazioni degli item indicano la grandezza
della relazione tra l’item e il fattore, ovvero quanto
l’Autonomy, l’Energy, l’Involvement e la Resilience
sono adeguatamente misurati dagli item del WEQ.
Nel nostro caso, sono tutte sopra il valore soglia
di 0,30 e quindi la soluzione con 4 fattori e 24 item
permette di misurare adeguatamente il Work
Engagement.
L’alfa di Cronbach misura
l’accuratezza dello strumento,
ovvero la capacità di produrre gli
stessi risultati in occasioni diverse,
a fronte dell’errore di misurazione.
Può assumere valori da 0 a 1.
Valori soglia:
- < di 0.60 = inaccettabile
-> di 0.80 = ottimo
Quindi un’alfa pari a 0,92 per la
scala del Work Engagement indica
che il 92% del punteggio ottenuto
dai soggetti è attribuibile proprio al
Work engagement e non ad altro.