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Vinay Ravindran  Concept  &  Proposed “Integrated Employee  Engagement  Model”  Presentation
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Presentation Flow
Why is Employee Engagement so important  Engaged Employees will be key to competetitive advantage with changing nature of work & diversity of workforce. Companies that have understood the conditions that enhance the employee  engagement has created a work culture which  competitors will find very difficult to imitate .  Continued…
In fast changing business environment it is difficult to precisely  specify  roles and responsibilities and employees had to make decisions based on ambiguous situations . Many employees are looking for environments where they can be  be engaged and feel that they are contributing in a positive  way to  something larger than themselves . Why is Employee Engagement so important
Definition of Engagement  ,[object Object],Question remains engagement is a unique concept or merely a repacking of other  constructs, different researcher has have defined engagement both attitudinally and behaviorally . Attitudinal & Behavioral Definition of Engagement
 
Say, Stay Strive
1  2  3
Gallup Questionnaire
Engagement  Above basic loyalty  to the employer = Beyond simple satisfaction with the  employment arrangement Engagement  = Current State of Employee Engagement
Commitment
“ the type of commitment is critical ; employees who want to belong to  the organization…..are more likely to perform well than those who need to belong”  Quote
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Drivers of Engagement
DRIVERS OF ENGAGEMENT Drivers of Engagement
The Degree to which a job requires a variety of  different activities and a  number of different skills  to carry out the work , Feedback  ,[object Object],EMPLOYEE REACT POSITIVELY TO FIVE CORE JOB DIMENSIONS  Skill Variety
Relationship of  resources to Demands Job Demand Resources Model
Concerns the reliability and dependability of others  ,[object Object],[object Object],Coworkers
When People are working together they share beliefs and  affective experiences and thus  show similar  motivational  and behavioral patterns .
Coworkers
Supervisors who foster a supportive work environment  Voice their concerns Develop new skills Solve work related problems Supervisors who foster a supportive work environment
Categories of behavior linked with Employees’ perceptions  of Managerial Trustworthiness
Components of Transformational Leadership Idealized Influence  *  Admired, respected and trusted; considers  followers’ needs;  consistent  conduct . Inspirational Motivation  *  Provides meaning and challenge Intellectual Stimulation  *  Stimulated followers efforts to be creative  and innovative  Individualized Consideration  *  Pays attention  to each individuals need for achievement
Perception of fairness
Trait Engagement
Psychological Conditions of Engagement
Dimensions of Psychological Availability
Drivers of perceived Organization Support
Association with Psychological Contract Fulfillment
Psychological State Engagement
 
Cognitions Reflecting Work Role Orientation
Psychological Empowerment  Cognitions Reflecting work Role Orientations
Critical Information for Empowerment
Commitment Types
Critical Information for Empowerment
Characteristics of Engagement
Dimensions of Organizational  Citizens Behavior
Independence Factors in Modern performance concept
Model of Antecedents & Consequence of Employee Engagement
A Reflection of Employee Engagement Models & Drivers  studied by Different Management Gurus .
Irmer & Jorgensen
Boston Consulting
Zinger Model – Engagement for Results
http://www.ecademy.com/node.php?id=88401 Employees  Managers What are  employees want What  the  organization wants  What  employees get What  the organization  believe employees get EMPLOYEE  FRUSTRATION ORGANISATION  STRAIN VALUE  CONFLICT DELIVERY  CONFLICT I M P O R T A N C E A GREEMENM T
 
Towers Perrin
Source : www. willislangford.com Employee Engagement Grid
source : www. humantelligence.com
3 Components of Employee Engagement
Engagement Model
Four Dimensions of Employee Engagement
source : www.aspiretalentmanagement.com Engagement Model
Source: www.bpanz.com Engagement Model
Source: www.abhishekmittal.com Connection between Engagement and Well -being
source: www.hrpeople.monster.com Engagement Model
Source: www.scotland.gov.uk Engagement Model
Source: Robinson et al (2004) Engagement Model
Model of  Hierarchy of engagement by Penna
The CIPD  model  of Employee Engagement 
Source :  http://www.thecareercafe.co.uk/images/BWmodelofengagement.png BW Model – Five Levels of Engagement
BW Model – Five Levels of Engagement
Connected  =  Engaged
Source: www.mjmallows.amplify.com Engagement Drivers
Source:www.wayshrconsulting.com The Components of Engagement
Score out of 10 Employee Engagemt APGAR : Are you a Perfect 10 ? What is your Engagement  APGAR Score ? Activity, Pulse , Grimace, Appearance, Respiration Source : David Zinger , 2010 APGAR Sign  2 1 0 Activity  (Getting Results ) I accomplish a lot every day  Okay mix of activity and rest  Counting days to retirement Pulse (caring for your work ) I am full of heartfelt caring  I am still breathing  I repulse work  Grimace (Happiness at Work) Work is grin I am happy I am mostly happy working Work is grim , I am not happy Appearance  (Fully Engaged at work) I am fully at work-focused and present I am mostly at work when I am there  I put in an occasional appearance Respiration (Inspiration) Work is inspiring I am still breathing Work is suffocating
 
Source:www.inveniamblue.com
Engagement & Depression , Anxiety
source : www. rob-berman.com Engagement Pyramid
S ource:www.psycheconsulting.or g
AAA Model of Engagement
http://www.blessingwhite.com/EEE__report.asp IME  Model of Employee Engagement Individuals: Ownership, clarity and action .  Individuals need to know what they want — and what the organization needs — and then take action to achieve both. Managers: Coaching, relationships and dialogue .  Managers must understand each individual’s talents, interests and needs and then match those with the organization’s objectives — while at the same time creating personal, trusting relationships. Furthermore, they need to discuss engagement  often . Executives: Trust, communication and culture.  Executives have to demonstrate consistency in words and actions, communicate a lot (and with a lot of depth), and align all business practices and behaviors throughout the organization to drive results  and engagement .
Source:www.scarlettsurveys.com Engagement Model
Source:www.employesurveys.co.uk House of Engagement
 
Research Analysis
Employee Alignment towards Brand  Communication & Feedback  Managerial Leadership Display Job Design  Infrastructure  Display of Genuine Concern  Proposed Integrated Model of Employee Engagement  By Vinay Ravindran  Continued-  Explanation in next Slide
Proposed Model for Current Employer  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Infrastructure  - Organization infrasturce with all basis amenities. -HR / Admin Support in basic maters -Platform for socializing the employees.  Communication/ Feedback  - Consistent communication related to employees work and role. - Micro level Communication related to happenings in the department and macro level communication of  organization  ,[object Object],[object Object],[object Object],* Need to work on devising and strengthening each drivers through HR Interventions
End Results  of Employee Engagement
Humor
Vinay Ravindran mail  :  [email_address] cell   :9866254387  LinkedIn Profile :  http://in.linkedin.com/in/vinayravindran Will appreciate your comments and feedback

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