Employees - Disengagement to Engagement

8/13/2019 Employees - Disengagement to Engagement

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Improving EmployeeMorale & Productivity

Moving employees fromdisengagement to engagement

Prof. Vi jay Bhasker V.


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AGENDA Why Improve Morale or seek to

increase motivation?

What is Morale / Motivation /Engagement?

Model for improvingmorale/Motivation/engagement


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WHY IMPROVE MORALE /ENGAGEMENT?

There is clear and mountingevidence that high levels of

employee engagement clearlycorrelates to individual, groupand corporate performance inareas such as retention,turnover, productivity,

customer service and loyalty.


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WHY IMPROVE MORALE /ENGAGEMENT?

While differences varied fromstudy to study, highly engagedemployees outperform theirdisengaged counterparts by a

whopping 20 28 percentagepoints! [This data is gathered]


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What is Morale / Motivation

/ Engagement?


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MOTIVATI0N & ENGAGEMENT

WHAT DO I GET?

WHAT DO I GIVE?

DO I BELONG?

HOW DOWE GROW?

Opportunities to learn and growProgress in last six months

Best friendCoworkers committed to quality

Mission/Purpose of companyMy opinions count

Encourages developmentSupervisor/Someone caresRecognition last seven daysDo what I do best every day

Materials and equipmentI know what is expected


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ENGAGEMENT is

"a heightened emotionalconnection that an employeefeels for his or herorganization, that influenceshim or her to exert greaterdiscretionary effort to his orher work".


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MODELS for MOTIVATION&

ENGAGEMENT


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FOUNDATION

The foundation of personal,

professional and spiritualsuccess lies in firstunderstanding yourself ,understanding others andapplying that knowledge.


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Goals

Fears

Motivations

People Are Different

People Have Different

PPT 9-3

Ways of seeing

the world


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We have been taught that you dounto others what you would like

them to do unto you.

However, I would like to suggest

that we really need to treat othershow they would like to be treated.


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MODELS FORMOTIVATION/ENGAGEMENT

Maslows Needs Hierarchy

Equity Theory

Reinforcement Theory

VIE Expectancy Theory


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Maslows Needs Hierarchy

People are motivated by the hierarchy ofneeds

Self-Actualization Personal Growth

Ego/Esteem Recognition, status

Social Sense of belonging, Love

Safety Security, Protection

Physiological Hunger, Thirst


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Equity Theory Balance theory

Assumption a persons behavior is influenced by comparisons

between their current status and some comparisonother

Inputs what people think they contribute to an

organization Outputs what people think organization gives them in

return


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Equity Theory (cont.)

Ratio of Inputs/Outputs is calculated byworker

Worker compares their ratio with the ratio ofan appropriate other

If ratios are equivalent NO MOTIVATION If ratios are not equivalent, the worker is

motivated to bring ratios in-line


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Reinforcement Theory

Based on principles of behaviorism Operant conditioning

behavior is controlled by its consequences Reinforcement

consequences that increases likelihood of

behavior Punishment

consequences that make a behavior less

likely


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VIE Expectancy Theory

M = (V*I)*E Motivation is derived from relationships

among: Valence

value of outcomes

Instrumentality performance-reward contingencies Expectancy

effort-performance contingencies


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Potential Outcomes

Any event that might result from aworkers behavior

Praise Promotion Pay Raise

Coworker derision


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Valence of Outcomes

Outcomes Praise Promotion Pay Raise Coworker derision

Valence (-10 +10) +2 +9 +10 -6

Expected satisfaction from a given outcome


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Instrumentality

Expectation that performance will result inoutcome (-1 +1)

High performance Praise (+.8) High performance Promotion (0) High performance Pay Raise (+.2) High performance Coworker derision (+.5)


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Expectancy

Perceived likelihood that effort will lead toperformance

e.g., expending high effort at work willlead to outstanding performanceevaluation

from 0 to 1


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Application Strong! Provides rational basis for why people expend

effort If you can:

1. increase the links between: effort and performance (self-efficacy, ability, reduced

situational constraints) and performance and outcomes

2. provide valued outcomes

Then, can possibly increase motivation


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Application (cont.)

Expectancy suggests that managers should ensure that employees

can do their job

training, ability environmental constraints, supplies, technology

Valence managers should offer appropriate rewards that their

employees value Instrumentality

managers should ensure that the link between jobperformance and rewards is clear and explicit


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Goal Setting

Theory Recall: motivation is that which energizes,

directs and sustains behavior

Goals can influence each of these behavior is guided most directly by intentions goals clarify what needs to be done ( directs

effort) goals mobilize effort and energy goals serve to sustain behavior when

combined with feedback


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KEY ENGAGEMENT DRIVERS1. Trust and integrity how well managers

communicate and 'walk the talk'.2. Nature of the job Is it mentally

stimulating day-to-day?3. Line of sight between employeeperformance and company performance

Does the employee understand how

their work contributes to the company'sperformance?4. Career Growth opportunities Are there

future opportunities for growth?


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KEY ENGAGEMENT DRIVERS

5. Pride about the company How muchself-esteem does the employee feel bybeing associated with their company?

6. Coworkers/team members significantlyinfluence one's level of engagement

7. Employee development Is the companymaking an effort to develop theemployee's skills?

8. Relationship with one's manager Doesthe employee value his or her relationshipwith his or her manager?


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THANK YOUQuestions

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Employees - Disengagement to Engagement

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