Grounded in 25 years of research and practical experience, this book shows how to create engaging work environments and practices that harness employees’ energy and talents toward achieving organizational goals, while enhancing workers’ motivation and well-being.
Creating and sustaining high functioning work environments lies at the core of management practice, and employee engagement is a key element in shaping these workplaces – and a significant challenge for business leaders. Academic researchers and practitioners have tackled the topic, but a chasm exists between these perspectives: academics tend to emphasize theory over problem-solving, while practitioners tend to rely on formulaic approaches and experience, rather than empirically tested theoretical frameworks. Thought leader, accomplished CEO, and organizational development consultant Nicos Rossides bridges this gap, exploring the complexity and fragmented nature of the academic literature and offering insight into practitioner approaches used by research and consulting organizations. He also presents his own conceptual framework that he has built over the years and is meant to be customized to specific organizational contexts.
This insightful book will be of great interest to CEOs, board members and line managers across industries, as well as HR/OD practitioners and students, especially those who wish to learn how to apply time-tested intervention strategies to the workforc engagement challenge.
Author(s): Nicos Rossides
Publisher: Routledge
Year: 2022
Language: English
Pages: 231
City: New York
Cover
Endorsements
Half Title
Title Page
Copyright Page
Contents
Figures
Acknowledgments
Foreword
Part I: The "What" and "So What" of Employee Engagement
Chapter 1: Introduction
Shifting Priorities in a Changing World
References
Chapter 2: The Evolution and Importance of Work
Historical Background
Modes of Organization and New Ways of Working
References
Chapter 3: The Future of Work and the AI-Powered Revolution
References
Chapter 4: The Human Side of Management
The Key Pillars of Management Thinking
The Shifting Institutional Logic of the New Economy
References
Chapter 5: The Emergence of New Management Paradigms
References
Chapter 6: Building Engagement: An Integrative Conceptual Framework
A Working Definition and Operationalization of Employee Engagement
Antecedent Organizational Practices
Job Attributes (Job Characteristics)
Learning and Development
Perceived Organizational Support
Line Manager Relationship
Rewards and Recognition
Organizational Justice
Leadership
Communication
Engagement Referents: To Job, Team,or Organization
The Consequences of Engagement
Proximal and Distal Consequences
References
Chapter 7: Academic and Practitioner Perspectives on Engagement
Prescriptions for Bridging the Multiple Constructs
References
Chapter 8: Relevant Theoretical Frameworks
Social Exchange Theory
Self-Determination Theory
Job Demands and Resources Theory
Conservation of Resources Theory
Ability-Motivation-Opportunity Theory
Broaden-and-Build Theory
Attribution Theory
References
Chapter 9: Research on the Drivers of Engagement
Emerging Research Directions
References
Chapter 10: Research on the Consequences of Engagement
Decomposing Job Performance
Proximal versus Distal Factors
Engagement With or to What?
Heightened Energy, Identification, and Flow
The Link between Engagement and Innovation
References
Chapter 11: The Dysfunctions of Disengagement
Hurricane Employees (The "Terrorists")
Workplace Malfunction through Fables (in Folk Theory)
References
Part II: The "Now What" Around Engagement: A Practitioner Focus
Chapter 12: Implications for Managerial Action
The Link between Engagement and Work Outcomes
The Employee-Customer Effect
Is Engagement a Pressing Issue for SMEs?
References
Chapter 13: Building Managerial Competencies
Embedding Listening and Feedback in Managerial Routines
References
Chapter 14: Practitioner Toolkits for Measuring and Managing Engagement
Institutional Interest
Commonalities across Practitioner Models
The Academic - Practitioner Chasm
References
Chapter 15: The "Now What?" Around Engagement: Structuring the Intervention Process (Preparing to Change)
Planning an Intervention
The Backdrop to Intervention Effectiveness
Is the Organization Ready for Employee Engagement?
Setting Up an Effective Framework
The Dynamics of Discovery
The Mechanics of Discovery
Integrating the Engagement Survey with Other Data Sources
The Unfolding AI/Machine Disruption
The Dynamics of Design
Organizational Domain
Relationship Domain
The Job Domain
The Mechanics of Design
Diverge before You Converge
Listen to New Voices
Work from the Future Back
Design Lab
Management Alignment
Urgency
Problem Statement
Aiming Point
Scope
Analogues
The Dynamics of Delivery
The Mechanics of Delivery
Test and Learn
Employees
Operations
Cost-Benefit
References
Chapter 16: The Importance of Context
Organizational Culture and Climate
National (Societal) Cultures
Organizational Cultures
Shared Beliefs and Assumptions
Espoused Values
Artifacts
Organizational Climate
Work Settings and Business Models
Forms of Organization - Mechanistic versus Organic
Workforce Dynamics - People Changing versus People Processing
Degree of Contingency and Digitalization
Cultures Are More Hybrid than Pure
References
Chapter 17: Getting to Work: Intervention Strategies
The Importance of Building Trust
Top-Down Interventions
Management-Leadership Practices
Structures, Policies, and Procedures
Bottom-up Interventions
Intervention Success or Failure
References
Chapter 18: Epilogue
Index
