ENGAGEMENT STRATEGY

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ENGAGEMENT STRATEGY

• ORGANIZATIONAL TRAINING AND DEVELOPMENT

2
PERFORMANCE MANAGEMENT SYSTEM

• Engaging Environment
• There should be a clear strategic goal designed
  by getting input from the employees and is
  understood by all the employees. The employees
  personal goals and the organizational goal should
  be in accordance with each other.
• How the employees perceive the new environment
  and what they get out of this?
• There are different levels of authority and the
  decisions on each level should be followed by the
  lower levels. The information collected from
  different resources should be dispensed within
  the whole organization by the HR department.

3
PERFORMANCE MANAGEMENT SYSTEM

• Value
• What is important? An Employee Value Proposition
  (EVP) can help to decide the important things and
  where priorities are?
• Distribute the funds according to the importance
  of things and projects found in EVP and changes
  should be made where needed.
• By taking inputs from employees and knowing what
  they think more important, select a best
  performance environment according to their needs.

4
PERFORMANCE MANAGEMENT SYSTEM

• Communicating to employees
• Changes adopted without any input from employees
  are difficult to adjust. Discussing changes is
  better than just applying the changes.
• Changes should be described and applied in
  accordance to the employees job. They should be
  made to understand their worth for company as
  well as how can they take part for improvement.

5
PERFORMANCE MANAGEMENT SYSTEM

• Outcomes
• Use of right information at right time generates
  positive outcomes. Use the cost versus retention
  correlation. Input and feedback should be
  collected from employees, managers and customers.
  
• Company goals dictate the outcomes of
  investments. If they are not in accordance with
  the company goals, the goals should be reviewed.
  The errors should be fixed and work should be
  improved..

6
PERFORMANCE MANAGEMENT SYSTEM

• Relationship with Employees
• The employees input should be recognized and
  appreciated.
• Inspire and motivate the employees giving
  nonmonetary benefits to them. Seasoned employees
  should also be made to feel engaged and part of
  the organization.
• Share the working and performance of the
  organization to employees, this would increase
  their morale and motivation.
• Feedback and suggestion from employees will made
  them to feel themselves as an important part of
  the organization and this would help the
  organization in the situation.

7
MOTIVATIONAL THEORIES

• Involve both (older and newer) employees in
  process
• Direct relationship between employee
  participation and motivation
• Successful merger
• Proctor Gamble/Gillette

8
MOTIVATIONAL THEORIES

• Pay Equity Theory. The basis of the theory are
  how the employees take their rewards against
  their efforts and performance.
• Pay Satisfaction
• Pay Dissatisfaction
• Pay Inequity

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MOTIVATIONAL THEORIES

• Internal Equity. comparing individual pay versus
  other employees in both companies with similar
  jobs
• Evaluate pay of new and old employees to see
  equity
• Comparing similar jobs between companies
• Adjustments in salaries to ensure internal equity

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MOTIVATIONAL THEORIES

• External Equity. Assess individual pay versus
  employees in other companies with similar jobs
• Evaluating pay of similar jobs in other companies
• Avoid loss of experienced personnel to
  competitors
• Individual Equity. Assesses individual
  performance to pay

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MOTIVATIONAL THEORIES

• Maslows Hierarchy of Needs
• Safety and Security
• Herzbergs Two Factors Theory
• Hygiene
• Motivational

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Zappos

• COMPENSATION SYSTEMS IN OTHER COMPANIES

• Intrinsic rewards are generated by Supportive
  culture.
• High and professional training supports higher
  engagement
• Work in favor of and assist the Work-Life
  Balance
• Provide satisfaction to employees and customers

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WHOLE FOODS MARKET

• Every one takes initiative and plays his/her part
  when the team is accountable for its actions.
• Peer store assessments and competition between
  peer makes the performance better store wide
• Giving partnership creates direct relationship of
  performance to results
• Profit sharing motivates employees to perform
  their work in a best way and initiative to team
  work

• COMPENSATION SYSTEMS IN OTHER COMPANIES

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At the end, all of these factors contribute to
the culture and work environment created by
company and developed over time. (Working Today
Understanding What Drives Employee Engagement,
2003, p. 10).

• COMPENSATION SYSTEMS FOR MERGER

• Intrinsic motivation
• Extrinsic motivation
• Team development
• Team independence and decisions in favor of merger

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COMPENSATION SYSTEMS FOR MERGER

• Performance Appraisal Methods

• Individual and team based compensation plans
• Appreciating the team performance and favoring
  the supportive suggestions and ideas of workers
• Balancing the individual contributions to the
  team and overall performance of the team

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COMPENSATION SYSTEMS FOR MERGER

• Performance Based Reward System and The Trust
  building

• Compensation and performance is managed
  individually and entirely (Holistically).
• Companys core values are supported by the
  recognition and appreciation
• The compensation system is based on the
  individuals contribution to the core values and
  mission and goals of the organization
• A holistic approach is used for recognition of
  Compensations in the organization

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QUALITY CIRCLES

• ENHANCING EMPLOYEE INVOLVEMENT

• considered as a better way to improve employees
  involvement (Rafaeli, 1985)
• Improved communication
• Involvement of Management

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INCREASING EMPLOYEE INVOLVEMENT

• Making use of employee knowledge and experience
  (Richardson Vandenberg, 2005)
• Improves the overall performance of the company
• Improving employee motivation, which will improve
  productivity
• Information and knowledge sharing throughout the
  organization

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INCREASING EMPLOYEE INVOLVEMENT

• Quality of Work Life (QOWL)
• Work-Life Balance (Penn Human Resources, 2007)
• Support at home
• Work Performance

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INCREASING EMPLOYEE INVOLVEMENT

• Giving power to the employees
• Benefits of empowerment of employees
• Does Difference mean to the company?

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INCREASING EMPLOYEE INVOLVEMENT

• Involving the employees in discussions regarding
  the issues with products and within the company.
• Employees are motivated and willing to share
  information and knowledge. However, no
  relationship between decision making and job
  satisfaction (Rice Schneider, 1994)
• QOWL balances Work-Life
• Empowerment is considered by employees as being
  on the same level as management in
  decision-making process, means giving more
  responsibility and authority to employees.

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References

• Apostolou, A. (2000). Employee involvement.
  INNOREGIO dissemination of innovation and
  knowledge management techniques. Retrieved
  August 26, 2011 from http//www.urenio.org/tools/e
  n/employee_involvement.pdf
• Barker, G. (2008). Employee engagement Trade
  secrets. Personnel today. Retrieved from
  http//www.personneltoday.com/articles/2008/10/17/
  47938/employee-engagement-trade-secrets.html
• Managementstudyguide.com (2008). Herzbergs
  Two-Factor Theory of Motivation. Retrieved from
  http//www.managementstudyguide.com/herzbergs-theo
  ry-motivation.htm
• Mayhew, R. (2011). Examples of employee
  engagement strategies. Chron Small
  business. Retrieved from http//smallbusiness.chro
  n.com/examples-employee-engagement-strategies-1124
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• Pasha, A.T. (2010). Effects of merger on
  management Case study of A bank. European
  Journal of Economics, April 2010. Retrieved
  from http//ehis.ebscohost.com/eds/detail?sid0d57
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• Perschel, A. (2010). Work-life flow How
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• Pfeffer, J. (1998). Seven Practices of Successful
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References continued

• Quality circles. (2011). In Encyclopedia of
  Business, 2nd ed.. Retrieved from
  http//www.referenceforbusiness.com/small/Op-Qu/Qu
  ality-Circles.html
• Rafaeli, A. (1985). Quality circles and employee
  attitudes. Personnel Psychology, 38(3), 603-615.
  Retrieved August 26, 2011 from EBSCOhost.
• Rice, E. M., Schneider, G. T. (1994). A decade
  of teacher empowerment An empirical analysis of
  teacher involvement in decision making,
  1980-1991. Journal of Educational
  Administration, 32(1), 43-43. Retrieved August
  26, 2011 from http//search.proquest.com/docview/2
  20425181?accountid35812
• Richardson, H. A., Vandenberg, R. J. (2005).
  Integrating managerial perceptions and
  transformational leadership into a work-unit
  level model of employee involvement. Journal of
  Organizational Behavior, 26(5), 561-561-589.
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• University of Pennsylvania Division of Human
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• Working today Understanding what drives employee
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• Yi Hua, H., Hai Ming, C. (2011). Strategic fit
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