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E ngage your E mployees on a journey to E xcellence

E ngage your E mployees on a journey to E xcellence. Bertien Kamping. Proper Selfishness. Today’s programme. The nature and the importance of Employee Engagement at Nottingham University A theoretical framework around Employee Engagement

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E ngage your E mployees on a journey to E xcellence

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  1. Engage your Employees on a journey to Excellence Bertien Kamping

  2. Proper Selfishness

  3. 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

  4. Vite - Rendez vous

  5. Start with the end in mind…

  6. Excellence

  7. Employee Engagement Digging deeper Flavour of the month? Old wine in a new bottle?

  8. Definition “…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”

  9. Engagement Energy Involvement Efficacy

  10. Scientific Management

  11. Hawthorne experiment

  12. 1970’s employee participation Trust Decision Making Organisational Effectiveness Employee performance Increased productivity

  13. 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” Where is the theoretical glue?

  14. The theory of planned behaviour Theory of planned behaviour, Ajzen and Fishbein (1980)

  15. The theory of planned behaviour Theory of planned behaviour, Ajzen and Fishbein (1980)

  16. Perspectives on Employee Involvement • Traditional versus Current • Supplement Initiative and replacement Initiatives • Direct, indirect and financial participation • Employee involvement continuum

  17. Higher 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 style Thornhilll, Lewis and Saunders

  18. How • Communication down the organisation • Communication up the organisation • Job design • Financial Participation • Leadership and management style

  19. Alignment with vision and values • Raglan • United Utilities • Liverpool Mutual Homes • LA in Yorkshire

  20. Conclusion

  21. On a scale from 1 to 10 Overall, how involved do you feel people are at Nottingham Univeristy? Overall, how involved do think members of staff feel at Nottingham university?

  22. Creativity challenge • Outrageous Opposites • Building on • Lateral thinking

  23. 10 minute task 10 minute task 10 minute task One personimagines their vision One personasks great questions One personwrites it all down My vision Working in a group of three:

  24. Reflection Defining excellence Benefits of involvement Formulating your vision

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