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Printable Handouts
Navigable Slide Index
- Introduction
- Employee engagement
- 3 factors of creating engagement
- Bath People and performance model
- Types of employee engagement
- The holy grail?
- The Macleod report
- Examples of employee engagement activities
- Employee engagement in action
- Welcome to the dark side!
- Behavioural outcomes of over-engagement
- Making a conclusive link
- Take-away points
- Reference list
This material is restricted to subscribers.
Topics Covered
- Employee engagement
- Performance model
- Performance outcomes
- Burnout
- Behavioral outcome of over-engagement
- Engagement case studies
Links
Series:
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Talk Citation
Drew, H. (2023, January 31). Employee engagement [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved September 1, 2024, from https://doi.org/10.69645/PWEG7400.Export Citation (RIS)
Publication History
Other Talks in the Series: Performance Management: Theory and Practice
Transcript
Please wait while the transcript is being prepared...
0:00
Hello, my name is Hilary Drew.
I'm from the University
of the West of England
in Bristol, in the UK.
I'm going to talk to you today
about employee engagement.
0:14
Our session today will be
divided into three sections.
Will start off by trying to
define employee engagement.
How is it defined?
What kind of benefits
does it have for
organizations and what are
the benefits for employees?
Then we'll unpack
employee engagement
and think about
how does it work?
What activities and
practices within
organizations can support
employee engagement?
Then, we'll move on to look at
employee engagement in practice
with three many case studies
from well-known
real-world organizations.
In our final section, then
we'll provide a critical lens.
Will ask the question,
is too much employee
engagement a bad thing?
Can we really argue that
there's a proven link between
employee engagement and
improved organizational
performance?
1:03
What is employee engagement?
Khan famously talked about
bringing in or leaving out
the personal self and console
three factors as
creating engagement.
Firstly, he talked
about meaningfulness,
and that's the feeling that
one's work is seen as important,
and adds value to
the organization.
Secondly, he talked
about safety.
People can be themselves,
their authentic self at
work and Khan suggested
that to be engaged,
employees need to trust their
work in environment and
allow their authentic selves
to emerge in practice.
Finally, he talked
about availability,
that the physical, emotional,
and psychological
resources necessary to do
one's job exists to create
investment in one's work.
Resources, we could think
about tangible things,
such as equipment.
We might need a budget,
technology, or even the
right working space.
But these could also be
opportunities for learning
and skill development,
autonomy at work,
trust and commitment
to the organization.
Meaningfulness, safety,
and availability helped to
foster motivation,
opportunity, commitment,
involvement, factors that are
linked to employee engagement,
and factors that feature in
the model on our next slide.
The bath people performance
model attempts to