Upload
decisionwise
View
274
Download
2
Tags:
Embed Size (px)
DESCRIPTION
As we meet with organizations around the world, it’s clear that the theme of “employee engagement” is discussed in the boardroom, the conference room, and the classroom. And with little wonder as to why. Countless studies and anecdotal experiences document the clear ties between employee engagement and business performance.
Citation preview
The Role of Satisfaction in
Employee Engagement
Charles Rogel, MBA
Dir. Business Development
DecisionWise
Paul Warner, PhD Dir. Consulting Services
DecisionWise
2 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Clients
Employee Engagement
Leadership Coaching
360-Degree Feedback
Talent Assessment
Awareness | Action | Accountability
About DecisionWise
3 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Transition from Satisfaction to
Engagement
1935: Hoppock’s
book first mentions
job satisfaction
1967: Rensis Likert
created taxonomy of
management styles
which underscored the
importance of employee
attitudes
1970-80s:
Organizational
Development
becomes an
established discipline
in HR and academic
arenas
1980s: Employee opinion
surveys began to used in
most organizations
2000: Employee
Engagement
popularized
1968: Beginning of the
Human Potential
Movement. Abraham
Maslow develops
Hierarchy of needs
4 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Focus: Employee Morale
Provides General Feedback
Facilitates Communication
Driven by Human Resources
Executive-Level Action Plans
Satisfaction Surveys
Focus: Cultural Alignment
Provides Targeted Feedback
Facilitates Cultural Change
Driven by Change Leadership
Executive-Level Decisions
Climate Surveys
Focus: Employee Performance
Provides Actionable Feedback
Facilitates Engagement
Driven by Line Managers
Manager-Level Action Plans
Engagement Surveys
Types of Employee Surveys
5 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Major Differences
Who Owns It?
How is it
Measured?
Exchange Type?
Satisfaction
Company
Commitment to
Stay
Transactional
Engagement
Company and
Employee
Discretionary Effort
Transformational
6 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
States
Think…
Feel…
Act…
Satisfaction
Working for the
weekend.
I like my job. It’s
a job.
Do a good job.
Do enough to
keep the boss
off my back.
Engagement
Look forward to
work.
Love my job.
Strive for excellence.
7 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
How People Think
Satisfaction
Thoughts surround the
fulfillment of the
employment contract (Want-Have) x Importance
Engagement
Thoughts surround
the best interest of
self, team, and
organization
8 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
How People Feel
Satisfaction
Feeling of
contentment with
current employment
arrangement
Engagement
Feeling of
excitement,
commitment,
enthusiasm and
energy
9 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
How People Act
Satisfaction
Meet employment
requirements; react
to external
motivation
Engagement
Go above and
beyond job
expectations; take
appropriate risks;
driven by intrinsic
motivation
10 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Outcomes
A Satisfied Workforce…
Meets expectations
Does good work
Maintains status quo
Doesn’t rock the boat
An Engaged Workforce…
Exceeds expectations
Does excellent work
Challenges the status quo
Mixes things up
11 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Drivers
Job
Characteristics
Team Dynamics
Leader-Member
Exchange
Organizational
Culture
Satisfaction Tools and resources;
information; clear job
responsibilities
Respectful and fair
treatment within team;
support from team;
information sharing
Sets clear expectations
and performance
standards; provides
information; openness to
ideas and feedback
Fair pay, policies, and
procedures; safety
Engagement Task variety and
challenge; job alignment
to talents, abilities and
interests
Clear team goals; clear
team member roles;
interdependence;
cohesion and
collaboration
Creates compelling
goals; inspires
innovation; imbues
autonomy; coaches and
supports
Compelling vision and
mission; espoused and
followed corporate
values
12 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Cultural Indicators
Satisfaction Culture
Lots of Policies and
Procedures
Top-heavy management
Employees are cheap
drones
Limited employee and
customer loyalty
Slow revenue growth
Engagement Culture
Mission drives decision-
making
Flat or matrix
Employees most
valuable asset
Employee and customer
champions
Exponential growth
13 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Case Study 1:
Manufacturing Organization
13
Caring
Voice
Compensation and Benefits
Organization/
Senior
Managers
Culture:
Leaders and
Employees
Employee
Satisfaction
Employee
Engagement
14 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Case Study 2:
Healthcare Organization
14
Making a difference
Recognition
Tools and Resources
Organization
Structure/
Senior
Managers
Culture:
Leaders and
Employees
Employee
Satisfaction
Employee
Engagement
15 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Bottom Line
1. Satisfaction factors are the
foundation of an engaged culture
(price of admission).
2. Most companies approach
engagement from a satisfaction
perspective.
3. Engagement occurs when higher-
level human needs are met.
16 ©DecisionWise, Inc. 2012 All Rights Reserved | www.decision-wise.com | 1.800.830.8086
Paul Warner
Director of Consulting Services
Charles Rogel
Director of Business Development
Phone: 1.801.960.1400
Toll Free: 1.800.830.8086
www.decision-wise.com
www.decision-wise.com/blog
LinkedIn: DecisionWise
Twitter: DecisionWise
Employee Engagement
360-Degree Feedback
Leadership Coaching
Organization Change