Transcript
Page 1: ENGAGING AND EMPOWERING ETHICAL EMPLOYEES Chapter Ten

ENGAGING AND EMPOWERING ETHICAL

EMPLOYEES

Chapter Ten

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Chapter 10

Learning Objectives

Describe how to engage employees at work

Manage three types of employees: go-getters, fence-sitters, and adversarials

Facilitate an Appreciative Inquiry workshop

Implement Open Book Management and a Scanlon-type gainsharing plan

Distribute financial improvements to all employees through profit sharing, stock options, employee stock ownership plans, and cooperatives

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Extent of Employee Engagement

Organizations need talented employees committed to task performance, organizational goals, and the organization itself

Employee engagement is an emotional bond or attachment an employee has to the work task, organization, and its members

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Engaging Employees

Human Needs Abraham Maslow differentiated five

categories of needs every individual has: physiological, safety, social, self-esteem, and self-actualization

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Engaging Employees

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Engaging Employees

Job Satisfaction Frederick Herzberg and his colleagues

interviewed 203 accountants and engineers employed at various companies about their job satisfactions and dissatisfactions

Herzberg concludes that job satisfaction is not a linear concept

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Engaging Employees

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Engaging Employees

Organizational Justice Scholars distinguish among four forms of

organizational justice: procedural, informational, interactional, and distributive justice

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Engaging Employees

Unethical Bullies Bullying is defined as repeated verbal abuse

or abusive conduct that is threatening, humiliating, and intimidating and interferes with work

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Engaging Employees

Meaningful Work Meaningful work is typically defined as

spending time at work to achieve something that is personally desirable

Meaningfulness occurs when an employee exhibits passion for daily work activities and pride in accomplishments

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Engaging Employees

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Engaging Employees

Measuring Employee Engagement According to Buckingham and Coffman’s

analysis of Gallup interviews, “excellent front-line managers had engaged their employees and these engaged employees had provided the foundation for top performance”

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Engaging Employees

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Engaging Employees

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Employee Empowerment

Empowerment refers to giving employees decision-making authority, which can be further solidified with an ownership stake in the organization

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Employee Empowerment

Who to Empower? Many organizations have three types of

employees in terms of workplace attitudes and behaviors:

1.Go-getters, who are fully engaged with the work experience

2.Fence-sitters, who put in a good day’s work for a good day’s pay

3.Adversarials, who have an unfavorable attitude to both the nature of work and authority

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Employee Empowerment

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Employee Empowerment

Measuring a Manager’s Empowerment Behaviors Empowered employees develop the mindset

of a manager by taking on some managerial responsibilities and accountabilities

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Employee Empowerment

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Empowering Through Teams

Empowering Effective Teams Patrick Lencioni: Ineffective teams suffer from five

dysfunctions: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to collective results

The most effective teams consist of members who trust one another, engage in constructive conflict, personally commit to goal accomplishment, are accountable for their behaviors, and focus on collectively achieving their assigned tasks

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Empowering Through Teams

The Team Problem-solving Process1. Present the problem2. Define individual solutions3. Present individual solutions4. Clarify individual solutions5. Brainstorm6. Group and prioritize solutions7. Play devil’s advocate8. Implement and monitor

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Empowering Through Teams

Open Book Management Transparency is an essential element of

trust building

The information shared could include balance sheets, revenue, profit, cost of goods, customer returns, on-time shipments…

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Empowering Through Teams

Insert Tips and Techniques Open Book Management

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Empowering Through Teams

Appreciative Inquiry: Team-based management technique that

focuses on the strengths of both the employee and the organization

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Empowering Through Teams

Appreciative Inquiry is a four-phase process1. Discover2. Dream3. Design4. Destiny

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Empowering Through Teams

Daily Performance Reflections Set aside 10 to 15 minutes at the end of

every day for teams to process the events that occurred during the day and make preparations for managing any ongoing problems the following day

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Empowering Through Group-Based Financial Incentives

Scanlon-Type Gainsharing Plans The five elements of a Scanlon-type

gainsharing plan are a gainsharing coordinator, suggestion system, gainsharing team, review board, and group-based financial bonus

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Empowering Through Group-Based Financial Incentives

Profit Sharing Providing employees with a share of

company profits is also ethical, motivating, and empowering

When the company does well, the employees benefit financially

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Empowering Through Group-Based Financial Incentives

Stock Option and Stock Purchase Plans Stock options give an employee the right to

purchase a specific number of company shares at a fixed price by a particular future date, typically 10 years

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Empowering Through Group-Based Financial Incentives

Employee Stock Option Plans (ESOPs) The company gives all full-time employees

over the age of 21 a significant equity stake in the company

ESOPs are complex financial vehicles requiring legal assistance

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Empowering Through Group-Based Financial Incentives

Cooperatives Producer, consumer, and employee

cooperatives are an alternative communal way to govern a business and raise capital

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