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Plus de Dr .Maizar Radjin, SE., M.Ak., QIA., QRMA(20)


Employee engagement, involvmemnt and empowerment (keterlibatan dan pemberdayaan karyawan)

  2. Truss et al (2006: ) The passionate employee, the employee who is totally immersed in his or her work, energetic, committed and completely dedicated. Balain dan Sparrow (2009:8) The individual’s involvement and satisfaction with as well as enthusiasm for work.’ employee involvement is defined as an environment in which workers are encouraged to, and can directly impact, the decisions and activities in their work environment. James Monroe, CEO (David L: 2013) of a midsized electronics manufacturing firm “decided more than a year ago to get his employees involved as a way to improve work and enhance his company’s competitiveness” ▪ Empowered employees are given ownership of the processes they are responsible for and the products or services generated by those processes. ▪ Empowered employ esemployees with ownership take pride in their work and the resulting products or services produced by it. ▪ Ownership creates a sense of urgency to continually improve processes, products, and services and to strive for customer delight because “my signature” is on the work. ▪ An empowered employee will care as much or even more about the quality of the work than the supervisor or the CEO. ENGAGEMENT INVOLVMENT EMPOWERMENT
  3. Engagement vs Involvement: What’s the Difference? ‘Engagement’ is the result of a passive acceptance of company values and objectives. It helps increase productivity, to a point. ‘Involvement’ is the active pursuit of these objectives. An involved employee will help drive the organisation forward and add value to your business Engagement gets you in the game; involvement gets you to the top of your game. So, engagement and involvement are two very different things but how do you instil a culture of involvement, rather than simple engagement, within your organisation? Employee engagement is defined generally as a strong desire to be part of the value an organization creates employee involvement. Employee involvement is defined as an environment in which workers are encouraged to, and can directly impact, the decisions and activities in their work environment and employee involvement entails involving workers in decision-making, continuous improvement and change-initiative activities.
  4. Antecedents,types and consequencesof engagement (Balain and Sparrow, 2009) Pekerjaan yang diperkaya dan menantang karakteristik pekerjaan 01 ANTECEDENTS OF ENGAGEMENT Kualitas hubungan karyawan- organisasi perceived organisation support 02 Kualitas hubungan supervisor-karyawan perceived supervisor support 03 Hadiah dan pengakuan 04 Keadilan dalam proses yang mengalokasikan sumber daya atau menyelesaikan perselisihan procedural justice 05 Apa yang dianggap adil atau benar- dalam alokasi barang distributive justice 06 TYPES OF EMPLOYEE ENGAGEMENT Keterlibatan Pekerjaan01 Keterlibatan Organisasi02 CONSEQUENCES Kepuasan Kerja√ Komitmen Organisasi√ Tingkat niat untuk berhenti√ Perilaku kewarganegaraan organisasi √
  5. Model Of Employee Engagement Model Institute for Employment Studies (IES) Source: Amstrong et al, 2010 Commitment Organizational citizenship Motivation the relative strength of the individual’s identification with, and involvement in, an organization is employee behaviour that goes above and beyond the call of duty and contributes to organizational effectiveness the force that energizes, directs and sustains behaviour. It can be intrinsic or extrinsic
  6. CULTURE/PEOPLE MANAGEMENT • Supportive supervisors • Regular open feedback • Teamworking • Involvement in decision making • Career development • Work–life balance REWARDS • Performance pay • Variable pay • Team rewards • Recognition • Reward for customer service/quality • Single status STAFF ATTITUDES AND COMMITMENT • Satisfaction with pay and • Recognition • Treated fairly • Feeling involved and developed • Identification with organization Performance policies influence performance through engagement Reilly and Brown (2008) that appropriate reward practices and processes, both financial and non-financial and managed in combination (is a total rewards approach), can help to build and improve employee engagement, and that badly designed or executed rewards can hinder it.
  7. HOW EMPLOYEE EMPOWERMENT QUALITY TIP Empowerment Is Good for Business Empowerment is an often misunderstood concept. When organizations give their personnel the autonomy to make decisions within specified parameters or give them a voice in making major decisions, they are not just trying to make the employees feel good. They are trying to improve the performance of the organization. Empowerment will improve the morale in an organization and that is important, but what is even more important is that it will improve performance, productivity, quality, and competitiveness. Empowerment is important because
  8. Nominal Group TechniqueImplementation Manajemen’s Role FACILITATION COMMITMENT LEADERSHIP State The Problem Silently Record Ideas Publicity Record Ideas of Group Silently Vote on Ideas Asset, Adjust & Improve Put The Vehicle In Place Target and Overcome In Hibitors Create a Supportive Enviironment David L, 2013 EMP WERMENT MANAGEMENT’S ROLE and Implementing
  9. Share Leadership Vision Share Goals and Direction Trust People Demonstrate That You Value People Top 8 Principles of Employee Empowerment Solve Problems: Don't Pinpoint Problem People Listen to Learn and Ask Questions to Provide Guidance Help Employees Feel Rewarded and Recognized for Empowered Behavior Provide Information for Decision Making
  10. Good or BadEMPLOYEE EMPOWERMENT √It leads to greater job satisfaction, motivation increased productivity and reduces the costs √It also leads to creativity and innovation since the employees have the authority to act on their own. √There is increased efficiency in employees because of increased ownership in their work. √Lesser need of supervision and delegation √Focus on quality from the level of manufacturing till actual delivery and service of goods √Employees when empowered become more entrepreneurial and start taking more risks √Greater the risk, greater are the chances to succeed • Egotism / arrogance, Worker arrogance can create a big trouble for the supervisors and the managers, There can be problems in delegating, Employees avoid reporting about their work and feedback can be taken negatively. • Security: Since information comes and is shared by all, there are apprehensions about leakage of critical data. • Risk: Creativity and innovation demands a greater risk bearing capacity and there are equal chances of succes and failure • Workers often lack the expertise to execute are enterprise which can cost big. • Industrial Democracy: Labor unions and workers are empowered and they may misuse the same. Strikes and loc outs become more frequent. Also, labor unions gain insight into management and their functioning and they leak the same.
  11. Making engagement happen is not about a development program or tools or technology . It is not about managing to a score . It’s not about “HR’s survey .” There are two words that consistently come up when we talk with executives from Aon Hewitt Top Companies for Leaders® and Aon Hewitt Best Employers about the keys to their success in talent and engagement -culture and leadership . Culture is about changing and aligning people, programs, and infrastructure to drive a consistent set of beliefs, decisions, and behaviors in an organization . Leaders are in a unique position to set the tone, demonstrate the value of human capital, link people to the mission of the organization, and act in consistent, authentic, and strategic ways to make engagement happen Final Thoughts research on 270 global organizations from 2010 to 2013 Aon Hewitt empowers organizations and individuals to secure a better future through innovative talent, retirement, and health solutions . We advise, design, and execute a wide range of solutions that enable clients to cultivate talent to drive organizational and personal performance and growth, navigateretirement risk while providing new levels of financial security,and redefine health solutions for greater choice, affordability, and wellness. Aon Hewitt is the global leader in human resource solutions, with over 30,000 professionals in 90 countries serving more than 20,000 clients worldwide. ▪ The data in this report comes from Aon Hewitt’s global employee research database consisting of over 8 million employee records from 2010 to 2014 . ▪ The Aon Hewitt database represents companies from 68 industries operating in 164 countries around the world . ▪ This report is further supplemented by data and executive interviews from the 2014 Aon Hewitt Top Companies for Leaders® study . STUDI EMPIRIS
  12. The Aon Hewitt Engagement Model In addition, Aon examines the work experience indicators that have an impact on engagement . These are the engagement drivers within management control brand, leadership, performance, the work, the basics, and company practices . Finally, we include the business outcomes that often result from strong engagement drivers and higher employee engagement levels . Our research has consistently found that companies with higher engagement levels also have better talent, operational, customer, and financial outcomes . The data in this report comes from Aon Hewitt’s global employee research database consisting of over 8 million employee records from 2010 to 2014 . The Aon Hewitt database represents companies from 68 industries operating in 164 countries around the world . This report is further supplemented by data and executive interviews from the 2014 Aon Hewitt Top Companies for Leaders® study .
  13. Aon Hewitt Best Employers excel at leadership, reputation, performance culture, and ultimately, employee engagement . The meters below illustrate the top-quartile threshold that best employers attain . These elite companies raise the bar for most companies struggling with the top engagement drivers . Beyond having double the number of highly engaged employees that the average company has, roughly eight out of 10 employees at best employers see strong leadership, think their company has a strong reputation and purposeful EVP, and think their company has a performance culture . Aon Hewitt Best Employers Excel at Top Engagement Drivers
  14. Further research shows Aon Hewitt Best Employers enjoy strong leadership, reputations, and performance orientation in addition to strong employee engagement . Our latest research on 270 global organizations from 2010 to 2013 indicates that these additional cultural aspects of being an Aon Hewitt Best Employer drive incremental business performance in sales, operating margin, and total shareholder return beyond top- quartile employee engagement alone. The chart at right shows that top-quartile engagement and Aon Hewitt Best Employers status are related to total shareholder return, but that best employer status is linked to exponentially higher TSR than that of the top-quartile engagement companies best employers drive an incremental 8 points of return to shareholders. Total Shareholder Return (TSR) for Average Engagement, Top- Quartile Engagement, and Best Employer Organizations
  15. These data all point to the level of complexity leaders face in driving growth through talent and engagement strategies across global markets at various stages of growth and maturity . However, there are two very compelling facts about these data: • There is exactly zero correlation between the size of the economy and growth; but • There is a significantly positive correlation (0 .52) between available labor and economic growth . Where there is available talent, there is growth . Global GDP grew in 2014 and is forecasted to grow 4% in 2015 . Historically, GDP growth is generally followed by investments in people and a subsequent increase in employee engagement (the reverse appears to be true as well, as we saw engagement dip in 2010 following the Great Recession) . Employee engagement levels have increased 1 point to 62% in 2014, and the graph on the following page suggests that the relative economic tailwinds in 2014 and those forecasted for 2015 should drive human capital investments and incremental improvement in global employee engagement in 2015 and 2016 . GDP and Engagement Trends Source:
  16. Labor Pool Available Labor and GDP Growth for the World’s Largest Economies
  17. Engaging leaders who engage others are not just a nice to have they are the key ingredient to creating a culture of engagement that sustains business results in an ever-changing and complex global environment. Companies in which business unit leaders actively intervene following the announcement of engagement results drive engagement and financial performance . As the graph (at left) from our Aon Hewitt Top Companies for Leaders® study illustrates, companies that invest significantly in leader engagement have significantly higher operating income than those that do not. Creating a culture of engagement requires pulling multiple levers and navigating many organizational stakeholders . As one leader in an Aon Hewitt Best Employer organization put it, “Go big .” Silver bullets do not work and relying only on HR or the manager is insufficient . This type of holistic approach is difficult, but engaging thousands of individuals can be accomplished through leader-led efforts . Leaders make engagement happen . Level of Interventionson LeaderEngagement Source: Aon Hewitt Top Companies for Leaders®, 2014
  18. The Top Employee Engagement Drivers Three of the top engagement drivers career opportunities, reputation, and pay have remained consistent from 2013 to 2014 . The top five drivers are relatively consistent across markets and regions . What is also consistent is that only about half of employees have a favorable view of these areas that are so critical to their engagement . In the case of career opportunities, the majority of employees do not see a path forward with their organizations, and this has the strongest and most consistent impact on whether employees say, stay, and strive . The combination of top engagement drivers provides some insight into the mindset of employees in various regions . Globally, the top drivers point to the average employee looking for growth, equitable reward, and pride in his or her company . This view is consistent with the average European employee . Many employees in Asia Pacific and Latin America appear to be highly motivated by recognition . The average North American employee appears to be driven by alignment of performance expectations and the employee value proposition with a people-focused culture .
  19. 1 2 4 3 KESIMPULAN Pelibatan semua orang akan mempercepat mencapai tujuan organisasi. Namun kenyataannya banyak lembaga atau organisasi dalam mencapai suatu tujuan tidak melibatkan semua orang sehingga tujuan organisasi tidak tercapai. Untuk mengatasi masalah tersebut maka dalam lembaga atau organisasi harus ada keberanian untuk melibatkan setiap orang dengan cara membentuk team kerja dalam mencapai tujuan organisasi Pemberdayaan karyawan pada dasarnya tidak terlepas dari pandangan hidup dari sikap mental dalam menentukan kebijaksanaan untuk mendapatkan hasil kerja yang baik dari yang pernah dicapai sebelumnya. Sikap mental yang demikian akan membuat seseorang berusaha mengembangkan diri dan meningkatkan kemampuan kerjanya. Terdapat berbagai sarana yang dapat digunakan untuk mendorong karyawan agar mereka memberikan masukan dan menyalurkannya kepada pengambil keputusan seperti brainstorming, nominal group technique, gugus kualitas, kotak saran, management by walking around Jika karyawan dilibatkan dalam berbagai kegiatan pemecahan masalah dan pengambilan keputusan maka mutu atau kualitas lembaga dapat terjamin karena karyawan merupakan orang yang melaksanakan tugas operasional yang lebih mengenal keadaan sebenarnya dilapangan.
  20. REFERENSI Michael Armstrong-Armstrong's, 2012, handbook of human resource management practice-Kogan Page David L. Goetsch, Stanley Davis, 2013, Quality Management for Organizational Excellence_ Introduction to Total Quality-Pearson AON HEWITT RESEARCH capital-consulting/2015-Trends-in-Global- Employee-Engagement-Report.pdf