The document discusses employee engagement and proposes that it needs to be studied further. Specifically, more research is needed to understand what employees are "engaged in" and what they "get in exchange" for their engagement. The author suggests employee engagement should look at all the roles employees play, not just one or two, and that organizations need to properly measure and reward employees for performing different roles to achieve a balanced approach to engagement.
1. Engaged in What?
Dr. Theresa M. Welbourne
President and CEO
eePulse, Inc.
www.eepulse.com
Research Professor
Center for Effective Organizations
University of Southern California
http://ceo.usc.edu
Editor-in-Chief, HRM, the Journal
Copyright 2010, Dr. Theresa M. Welbourne
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2. Materials
Presentation document
Engaged in what?
Diagnostic Tool
and Notes Pages
Optional:
Book chapter and articles on this topic.
theresa@eepulse.com
Copyright 2010, Dr. Theresa M. Welbourne
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5. Myth?
Is engagement a myth?
“It’s creative repackaging of stuff that’s been around for
a long time”
Edward Lawler, Professor of Management and Organization, University of
Southern California’s Marshall School of Business.
“Soon we will be talking about marrying all of those
employees to whom we’ve engaged.”
IBM’s Head of Personnel, Randall MacDonald.
Copyright 2010, Dr. Theresa M. Welbourne
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6. Engaging Words
Authors Theories or other literature cited when discussing
definitions of employee engagement
Macey & Schneider (2008) Involvement, commitment, attachment, mood, citizenship behavior, effort,
prosocial behavior, disposition, loyalty, productivity, ownership, job satisfaction
Saks (2006) Organizational commitment, organizational citizenship, emotional and
intellectual commitment, discretionary effort, withdrawal, attention, absorption,
efficacy, cynicism, exhaustion, state of mind, vigor, dedication, absorption
Ferrer (2005) Job satisfaction, enthusiasm, motivation for work, positive attitude, feeling
involved and valued, organization commitment
David MacLeod and Nita Clarke Commitment, energy, potential, creativity, personal attachment to work, positive
(2010) attitude, authentic values, trust, fairness, mutual respect, discretionary effort
The Conference Board report on Cognitive commitment, emotional attachment, connection, discretionary effort,
Employee Engagement (2006) emotional drivers (pride, relationships with manager), rational drivers (pay and
benefits), satisfaction.
Kular, Gatenby, Rees, Soane, Role performance, intellectual and emotional commitment, discretionary effort,
and Truss (2008) passion for work, job involvement, flow, organization citizenship behaviors
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7. Attitude?
Mega Employee Attitude?
Newman and Harrison (2008) suggest that
employee engagement indeed is nothing new.
“Been there, bottled that"
Employee engagement should be considered
an overall mega job attitude.
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8. Proposal
Proposal: Engagement is an industry or
a field of study but NOT a construct
• Fields of OB, HRM cover the same territory
• VPs of employee engagement
• Departments of employee engagement
• Many businesses are “doing” engagement: consultants,
technology firms, health care organizations, wellness
centers
• Engagement is focused on the “thing” about
employees important in driving firm performance
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9. Beyond…
Beyond Engagement What’s Next?
Engaged in what? Direction?
What do employees “get”? Exchange?
Copyright 2010, Dr. Theresa M. Welbourne
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10. First Step
First, explore the “engaged in what”
question with research
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11. Performance is the starting point of the research
Research What are Sense of urgency
questions: conditions changes
What drives under which the frequently; how
firm “people” asset is can we keep
performance? optimized? urgency and valor
in balance?
Answer: Urgency & Urgency =
People Val-o-r Energy
Moving Forward or Standing Still?
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12. Percent of Employees “Moving Forward”
Low Urgency High Urgency
High employee
value,
ownership,
rewards
Low employee
value,
ownership,
rewards
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13. Energy
Energy Pulse™
At what pace are employees moving?
How fast are they going?
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14. Leader Energy
Engaged in What?
Employee Energy Direction?
Core Job Role
EMPLOYEE ENGAGEMENT
Non-core Roles
Customer Sales
Firm Performance
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15. The Role Based Performance Model*
•From Welbourne, 2005, 2003;
•Welbourne, Johnson, & Erez, 1998
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16. Go to Diagnostic Tool
Page 2
Record responses to the items on this page
Discuss results in small groups
What did you learn?
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17. The Pieces
Standing still or
going
Momentum backwards
(engaged or
disengaged) Business Outcomes
(direction and
momentum are
Moving forward
aligned)
Direction: Roles
Core job PLUS
strategic non-core job
roles (innovator, team
member, career,
organizational)
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18. Does Direction Matter? Engaged in What?
You tell me …
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19. Second
Second, when employees
engage, what do they get in
exchange?
Copyright 2010, Dr. Theresa M. Welbourne
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20. Story
Story from the Data
Global study of leaders conducted since 2003. Today we have
12,000 leaders “enrolled.” It is the first real-time leadership
benchmarking and learning initiative.
Copyright 2010, Dr. Theresa M. Welbourne
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21. People are Exhausted
• Stacking work is burning
out leaders, making them
feel unproductive, errors are
made, losing confidence,
and opportunities are
missed.
• They are getting more work
in return for extra effort.
• Directors, ready to leave,
being poached.
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22. Drive Business
Core
Job
Team
member Innovator
Which roles drive
EMPLOYEE
the business?
Career or
Strategy,
Organization
member
Learner Strategizing,
Identity, Relational
Capital
See page 3 of Diagnostic Tool
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23. Tradeoffs?
Core
Job
Team
Innovator
member Employee
EMPLOYEE
engagement today
only looks at one or
Career or
Organization Learner two roles. Need to
member
explore ALL roles
simultaneously.
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24. Angry Managers
Core
Job
Team
member Innovator
EMPLOYEE
EMPLOYEE Fairness
perceptions are
Career or affected. Employee
Organization Learner
member is doing more with
nothing more in
exchange.
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25. Balance
Core
Job
Team
member Innovator
EMPLOYEE
Measure all roles;
Career or
Organization Learner
Reward and
member
recognize relevant
roles.
Explore some ideas next:
What innovative work are you
doing or have you seen?
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26. Measure? Reward?
Core
Job
Team
member Innovator
EMPLOYEE
Organization
Career or CORE JOB ROLE
Learner
member
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27. Measure? Reward?
Core
Job
Team
member Innovator
EMPLOYEE
Career or INNOVATOR ROLE
Organization Learner
member
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28. Measure? Reward?
Core
Job
Team
member Innovator
EMPLOYEE
Career or
CAREER OR
Organization
member
Learner LEARNER ROLE
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29. Measure? Reward?
Core
Job
Team
member Innovator
EMPLOYEE
Career or
ORGANIZATION
Organization
member
Learner MEMBER ROLE
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30. Measure? Reward?
Core
Job
Team
member Innovator
EMPLOYEE
Organization
Career or TEAM MEMBER
Learner
member ROLE
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31. Linkage Scorecard
Core job Innovator Career or Team Organization
role role Learner role member member role
role
Measure?
Reward?
From the research files:
Map competencies
Research against current performance appraisal data
See page 4 of Diagnostic Tool and
Notes Pages document
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32. Linkage Scorecard
What roles are Core job Innovator Career or Team Organization
role role Learner member member role
important to: role role
Executive your business
strategy?
Successfully strategize and
change direction when
needed?
Support your company identity
or culture?
Build strong and high quality
relational capital?
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33. Measurement
Note about Measurement
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34. Conclusions
• Employee engagement needs more work
• Needs to move beyond “hero” status
• Or … it will be another HR fad
• Employee engagement goals are sound
• Need to add: engaged in what?
• Need to add? If I engage, then what?
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35. Dr. Theresa M. Welbourne
theresa@eepulse.com
info@eepulse.com
www.eepulse.com
www.energizeengage.com
www.leadershippulse.com
http://ceo.usc.edu
+1-734-429-4400
Copyright 2010, Dr. Theresa M. Welbourne
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