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EEngage your ngage your EEmployees mployees on a journey to on a journey to

EExcellencexcellence

Bertien Kamping

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Proper Proper SelfishnessSelfishness

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Today’s programme

• The nature and the importance of Employee Engagement at Nottingham University

• A theoretical framework around Employee Engagement• Three (innovative) techniques that can be used with staff to

improve involvement and innovation• Generating ideas and inspiration for the development of

personal action plans • Experience how questioning skills can empower others

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ViteVite - - Rendez vousRendez vous

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Start with Start with

the end in mind…the end in mind…

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Excellence

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Employee EngagementEmployee Engagement

Flavour of the month? Old wine in a

new bottle?

Digging deeper

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DefinitionDefinition

“…harnessing organisational members’ selves to their work roles. Engaged employees employ and express themselves physically, cognitively and emotionally as they perform their roles”

Kahn. W(1990) “Psychological conditions of personal engagement and disengagement at work”

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Engagement

EnergyEnergy

InvolvementInvolvement

EfficacyEfficacy

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Scientific Management

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Hawthorne experimentHawthorne experiment

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1970’s employee participation1970’s employee participation

Trust

Decision Making

Organisational Effectiveness

Employee performance

Increased productivity

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Where is the theoretical glue?

Mc Gregor’s theory Y:

“Employees want to take responsibility for their work, they desire the opportunity for personal development within their job and what to achieve organisational goals”

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The theory of planned behaviour

Theory of planned behaviour, Ajzen and Fishbein (1980)

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The theory of planned behaviour

Theory of planned behaviour, Ajzen and Fishbein (1980)

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Perspectives on Employee Perspectives on Employee InvolvementInvolvement

• Traditional versus Current

• Supplement Initiative and replacement

Initiatives

• Direct, indirect and financial participation

• Employee involvement continuum

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Higher EducationHigher Education

• Personal Attitude: need for achievement, sense of

competency, sense of professionalism

• Subjective norm: formalisation and centralisation; work

group influences

• Perceived behavioural control: perceptions of the attitude of

the organisation towards its employees, fairness in staff

decisions; advancement and pay; leadership styleThornhilll, Lewis and Saunders

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HowHow

• Communication down the organisation

• Communication up the organisation

• Job design

• Financial Participation

• Leadership and management style

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Alignment with vision and valuesAlignment with vision and values

• Raglan

• United Utilities

• Liverpool Mutual Homes

• LA in Yorkshire

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ConclusionConclusion

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Overall, how involved do you feel Overall, how involved do you feel people are at Nottingham people are at Nottingham Univeristy?Univeristy?

On a scale from 1 to 10On a scale from 1 to 10

Overall, how involved Overall, how involved do think members of do think members of staff feel at Nottingham staff feel at Nottingham university?university?

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Creativity challenge

• Outrageous Opposites

• Building on

• Lateral thinking

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My visionMy vision

Working in a group of three:

One personimagines their vision

10 minute taskOne person

asks great questions

10 minute task

One personwrites it all down

10 minute task

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Reflection

Defining excellence

Benefits of involvement

Formulating your vision