Based on a MSW research study, learn the critical factors affecting employee engagement and how managers can use this information to directly impact morale and productivity though promoting a culture of collaboration.
The document provides an overview of California's process for developing a preliminary leadership competency model. It discusses feedback received from expert panels and high performer interviews identifying the most important competencies. A preliminary competency model is then presented organized into clusters like "Promoting a Team Culture" and "Enabling Organizational Transformation." The model displays behavioral indicators for each competency at different leadership levels.
This document outlines the principles, definitions, functions, and levels of management. It discusses key concepts such as the four functions of management (planning, organizing, leading, controlling), managerial skills (conceptual, human, technical), and roles of managers (interpersonal, informational, decisional). It provides an overview of management topics that will be covered in 15 chapters from the prescribed textbook.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
Organizing is the process of establishing roles and responsibilities within an organization to accomplish goals. It involves assigning tasks to individuals based on their abilities. An organization structure defines the relationships and hierarchy within an organization. There are formal and informal structures. A formal structure outlines official roles and relationships, while an informal structure consists of unofficial relationships between individuals. Organizations can be structured in different ways, such as by department, geographic location, or customer, to group related activities.
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
From the Top Down - How Senior Leaders Infuence EngagementJanet Jones
Senior leadership has a significant influence on employee engagement levels. Leaders set the strategic goals and culture for the organization and their attitudes directly impact employee engagement. Research showed that senior leader behaviors correlate to engagement levels and influence hiring practices, resources, communication, compensation, and workplace climate. Highly engaged employees are 29% more productive and drive greater customer satisfaction, repeat business, and company profits. However, only 30% of employees are fully engaged while over a quarter are disengaged, costing companies through decreased output and increased turnover. Shifting employees to engagement can save employers significant costs through increased productivity and performance.
MORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptxtambalangelrose
The document discusses strategies for improving employee morale and motivation. It covers topics like the definition of morale and motivation, factors that influence job satisfaction and employee morale, the importance of performance-based rewards, and suggestions for motivating employees. Some key points include that leadership style, the reward system, organizational climate and work structure are important factors for motivation. It also discusses the differences between intrinsic and extrinsic motivation and providing rewards at the group level to improve performance.
Employees are increasingly becoming activists both for and against their employers. This document analyzes research from a survey of 2,300 employees across 15 markets to understand the drivers of employee activism. The key findings are:
1) Only about 30% of employees report being deeply engaged with their employer, despite receiving many communications. Leadership, internal communications, HR practices, and CSR efforts are the main drivers of employee activism but employers underperform in these areas.
2) Social media has fueled more employee activism, both positive and negative. About 50% of employees share work-related content online and 39% have shared positive comments about their employer.
3) The research identified a segment of "employee activists" making
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
This document discusses factors that motivate employees at Vitafoam Nigeria Plc. It defines motivation and different types of motivation. It also identifies key factors that influence workforce motivation such as reward and recognition, learning and development, open communication, and relationship with line managers. Survey results from Vitafoam show that recognition is important to employee motivation and that employees feel motivated when they receive thanks or praise for their work. The document recommends practices like open communication, training opportunities, and good relationships with line managers to build a motivated workforce.
Employee Engagement - It's all about leadershipSimon Roberts
This document discusses the importance of leadership in driving employee engagement and organizational success. It provides several examples and research findings that show leadership has a direct impact on employee well-being, performance, and engagement. Specifically, it states that operational leadership, which is demonstrated through day-to-day interactions and expectations, has a more significant influence on success than strategic leadership. The document advocates for investing in developing quality leaders who prioritize employees and adopt a servant leadership model in order to create truly engaged workforces.
Cornerstone, Employee Engagement is all we do!Craig Clay
This document discusses the importance of leadership in driving employee engagement. It provides a case study showing that while two companies implemented similar employee training initiatives, only the company that first invested in leadership development saw improved long-term metrics and financial results. The top factors influencing employee engagement are the quality of relationships with managers and leadership behavior. Strategic leadership sets the vision and direction while operational leadership through day-to-day interactions has a bigger impact on success. To create true employee engagement, companies must hire servant leaders who put employee wellbeing and needs first.
This document discusses employee engagement. It defines employee engagement as employees being committed to their organization's goals and values, motivated to contribute to success, and able to enhance well-being. It categorizes types of employee engagement and lists barriers to engagement such as culture, understanding, measurement, and leadership. Finally, it provides strategies to improve engagement, including identifying specific employee needs, ensuring a sense of belonging, adding enjoyment to work, alignment with mission, recognition, and advancement opportunities.
Employee engagement is a workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being.
Employee engagement refers to an employee's emotional commitment and positive attachment to their job, colleagues, and organization. It goes beyond job satisfaction to involve motivation and investment in work. Highly engaged employees are motivated to perform well beyond minimum requirements. The document outlines key drivers of engagement including strong leadership, clear communication, career development opportunities, recognition, input into decision-making, and maintaining ethical standards. Fostering engagement provides benefits like improved performance, retention, advocacy, and business success.
- Two-thirds of employees say they receive too little interaction, positive feedback, and constructive feedback from their bosses.
- Regular praise and feedback from managers can result in positive outcomes like increased workplace safety, improved employee relations, and shorter injury recovery times.
- The absence of praise and feedback can lead to problems like apathy, increased turnover, lower productivity, weakened customer loyalty, and loss of competitiveness.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
The document outlines the 10 Cs of employee engagement according to an article by Gerard H. Seijts and Dan Crim. The 10 Cs are: connect, career, clarity, convey, congratulate, contribute, control, collaborate, credibility, and confidence. Leaders are encouraged to foster these 10 Cs to increase employee engagement by connecting with employees, providing career opportunities, communicating clearly, providing feedback, recognizing contributions, encouraging collaboration, maintaining credibility, giving employees control, and instilling confidence. Highly engaged employees are more productive and care about the company's success.
The document discusses employee engagement and how most organizations are not accurately measuring the factors that impact engagement and performance. While job satisfaction is often used as a proxy for engagement, research shows they are barely related. The document advocates for measuring employee thriving through qualities like intrinsic motivation, psychological safety, and strengths alignment. It provides examples of practices that can promote engagement, such as helping employees develop their strengths, connecting individual goals to company mission, and recognizing employees. Accurately measuring engagement is important for understanding what hinders or drives performance in an organization.
Employee engagement adds value to any organization. It can make a difference to the individual employee as well as the business as a whole. HR has a significant role in promoting the linkages between the company’s leadership, objectives, and employees. In these slides, we discuss HR’s role in employee engagement.
Leaders play a key role in employee engagement by connecting employees' work to the organization's values and mission. The document discusses how engaged employees are more productive, healthier, and less likely to leave their jobs. It also outlines the functional and psychological factors that influence engagement, including ensuring employees have the resources, training, and autonomy to do meaningful work. Wise leaders recognize employees' contributions, foster a sense of belonging, and help employees find purpose in order to maximize engagement.
Employee engagement is important for organizations to realize value. Engagement is defined as the commitment of employees to their work and organization, and how this commitment impacts performance and intent to stay. Highly engaged employees lead to lower turnover and absenteeism, as well as improved operating income. Engagement is driven by rational commitment from benefits and career growth, and emotional commitment from enjoying one's job and believing in the organization's values. Organizations can improve engagement through hiring the right employees, developing exceptional leaders, and implementing supportive systems and strategies.
Creating a Culture of Feedback & Recognition.pdfHarshada Mulay
- Feedback improves employee engagement, retention, and performance when provided frequently and meaningfully. It should be a regular part of conversations between managers and direct reports.
- Effective feedback is specific, actionable, and focused on performance rather than personal attributes. It also includes recognition for positive behaviors and achievements.
- Building a strong feedback culture requires training employees to give and receive feedback well, setting clear expectations, emphasizing feedback for all levels, and using feedback to inform decisions.
Have you ever wondered why is employee engagement important? What specific research, stats, and facts stand behind the importance of employee engagement?
Well, if yes, then you’ve come to the right place!
In the presentation, we’ve put together the most prominent employee engagement data available today.
Similar to Enhancing Employee Engagement - The Role of the Immediate Supervisor (20)
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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2. 2
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR • DALE CARNEGIE TRAINING WHITE PAPER
ENHANCING EMPLOYEE
ENGAGEMENT:
THE ROLE OF THE
IMMEDIATE SUPERVISOR
Engagement, the employee’s commitment to his or her organization and the
willingness to perform beyond expectations, has become a focus area for
management. Engagement is more than mere job satisfaction; fully engaged
employees are motivated and dedicated to making the organization a success.
At the most simplistic level, engaged employees lead to happy, loyal customers
and repeat business. Engagement also leads to improvement in retention levels.
In short, it impacts the bottom line.
Dale Carnegie Training asked MSW Research to undertake a benchmark
nationwide cross industry study of 1500 employees to explore engagement in
the workplace. The study discovered that although there are multiple factors
affecting engagement, the personal relationships between a manager and his or
her direct reports is the most influential.
3. 3
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR • DALE CARNEGIE TRAINING WHITE PAPER
THE VALUE OF THE IMMEDIATE SUPERVISOR
The immediate supervisor performs a pivotal role. He or she connects an employee to senior
management and vice versa, becoming the primary conduit for the flow of information within an
organization. Top down, management imparts its goals and values through the supervisor who
can best explain to individuals what these mean and how they may affect employees. Bottom up,
the immediate supervisor ensures that employees’ voices are heard, listens to their concerns and
responds to them, and passes that feedback to senior management.
It is said that employees don’t leave companies; they leave people. What managers do, how they
behave, what they say and importantly how they say it affects employees’ attitudes about their jobs
and the organization as a whole. Employees who are unhappy and dissatisfied with their immediate
supervisors are less likely to identify with the organization’s vision and more likely to be absent or to
resign. Employees who are engaged take pride in their work, support organizational goals and are
less willing to change jobs for a minor increase in salary.
Employees were asked to rate satisfaction with their immediate supervisor. Forty-nine percent of
those employees who were very satisfied with their direct manager were engaged, and an astonishing
80% of those who were very dissatisfied with their immediate supervisor were disengaged.
4. 4
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR • DALE CARNEGIE TRAINING WHITE PAPER
THE EMOTIONAL EFFECT
While the role of emotions in the workplace has been explored in detail in
another Dale Carnegie Training white paper, “Emotional Drivers of Employee
Engagement,” it is important to note that fully engaged employees express
feelings of enthusiasm, empowerment, confidence and value based on their
interactions with their direct managers. While a good supervisor makes all
employees feel valued and confident, a poor supervisor irritates them and
makes them feel uncomfortable.
The importance of this cannot be overstated; the relationship to the immediate
supervisor impacts the investment an organization makes in its people. When
supervisors communicate positive emotions, the employee feels good about
the organization as a whole. Likewise, negative reactions cause a decrease
in productivity and morale, leading to disengagement. Moving disengaged
employees to full engagement leads to an improvement in employee retention
rates, fewer sick days and less absenteeism.
PRACTICAL ENGAGEMENT
Too often supervisors get caught up in the day-to-day business of managing;
it’s easy to imagine if there is no immediate crisis that everything is running
smoothly. But to achieve full engagement from workers, the line manager
needs to be proactive, exhibiting strong leadership and fostering a positive
working environment. Thirty-eight percent of employees who express
confidence in the leadership ability of the supervisor are satisfied with him or
her. Over half of these employees are engaged.
Good supervisors know employees need to develop the right skills to work
efficiently. For example, new employees need more guidance than those who
have been with the organization for a few years. While they are optimistic
and excited to advance within the company, they are unsure of their roles
and responsibilities. To succeed, they need feedback to understand what
they are doing right and encouragement to help them improve. Immediate
supervisors can turn that initial level of enthusiasm into full engagement by
setting clear goals and training staff. There is also a need for the supervisors
to maintain training as the level of engagement plateaus after three to five
years of employment. Fifty-three percent of fully engaged employees say they
learned a lot from their supervisor compared to 19% of people who are not
fully engaged.
Employees who feel
their immediate
supervisor displays
strong leadership,
positive standards
and interest in them
on a personal level
are more engaged.
28% of employees
felt a negative
emotion from their
interaction with their
supervisor, only 10%
of these employees
were engaged with
the organization.
5. 5
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR • DALE CARNEGIE TRAINING WHITE PAPER
Successful managers lead by example, which generates enthusiasm and inspires employees to work harder. A
remarkable 62% of engaged employees say their manager sets a good example, compared to only 25% among
those not fully engaged. Supervisors who delegate and trust employees to carry out tasks empower their staff to
make decisions; 40% of those who feel empowered are engaged.
Open and honest communication between employee and supervisor allows for greater understanding of both
expectations and job performance. Employees who trust and feel respected by their supervisor will be confident
that they can speak freely without fear of repercussions. Conversely, a supervisor who fails to communicate
openly may lose the confidence of his direct reports and cause them to doubt their own ability or the ideals of
the organization. Supervisors who communicate and trust and respect their staff generate the highest levels of
engagement.
These consistent, positive interactions with employees promote a spirit of teamwork and cooperation. However,
effective immediate supervisors realize a one-size-fits-all approach does not lead to full engagement. For
example, disengagement is higher among post graduates than college graduates or those with a high school
diploma. Immediate supervisors can ensure these employees feel valued by recognizing their talents. Similarly,
low-income and low-level employees are among the most disengaged. The role of the immediate supervisor
is vital in ensuring these employees, who are often in clerical or sales positions with direct customer interaction,
feel their job is valuable and understand the contribution they make.
Employees perceive their value as an individual through the prism of the immediate supervisor. Recognition of
their contribution, along with feedback and encouragement on their performance from their manager, leads to
increased confidence, commitment and achievement. Failure to recognize and reward good work can negatively
impact employee morale and productivity. Many respondents say that their supervisor respects them, but fewer
mentioned that their supervisor provides feedback or encouragement to improve. This last aspect is what most
generates engagement.
6. 6
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR • DALE CARNEGIE TRAINING WHITE PAPER
THE CARING MANAGER
It pays dividends for line managers to get to know their staff as this translates
into higher levels of engagement and all the consequent positive effects on the
organization. An employee wants to feel that the immediate supervisor is interested
in him or her as a person and cares about his or her life outside work and its effects on
job performance. Research revealed that employees aged 40-49 often become less
engaged as they face external family pressures. Supervisors who get to know their
employees on a personal level and care about their private lives can counteract this
middle-age disengagement.
These caring activities are two of the four most important drivers of engagement.
Training the immediate supervisor to care about employees has a major impact on
business performance, reducing staff turnover and heightening productivity. This
leads to more satisfied customers and increased sales.
Employees have a positive relationship with supervisors who care. Just one-third of
respondents believe their manager cares about their personal lives, but 54% of these
are engaged. Among the two-thirds who do not believe this, only 17% are engaged.
There is a dramatic opportunity to boost engagement by managers demonstrating a
caring attitude to staff.
Dale Carnegie Training has programs proven to help management develop the
necessary interpersonal skills for supervisors to become strong leaders and caring
managers. Building a cadre of effective supervisors will ensure an engaged workforce
leading to increased productivity, quality of service and higher profitability.
www.dalecarnegie.com