7/26/2017. * why such a hot topic? Organizational resources, organizational engagement climate, and employee engagement

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1 Organizational resources, organizational engagement climate, and employee engagement Albrecht, Breidahl, & Marty (in press). * employee engagement has emerged as a hot topic! * and still doesn t look like going away! * rarely has a term resonated as strongly with business executives as employee engagement has in recent years Macey & Schneider, 2009 * which employer wouldn t want people who are switched-on, revved up, and ready and willing to contribute to organizational success? 2 * why such a hot topic? energised, focused, and intrinsically motivated employees task performance, OCB, wellbeing, openness to change, competitive advantage - firm performance, innovation, reputation, employer of choice, more than ever organisations need employees who are able and willing to invest in their jobs psychologically Schaufeli,

2 Albrecht, S. L. (2010). A Handbook of Employee : Perspectives, Issues, Research & Practice. Edward-Elgar * Key Questions? 1. How do we define engagement and what are its key characteristics and constituents? 2. Is it old wine in a new bottle? 3. What theories, models and frameworks can we use to explain engagement? 4. What does the evidence say are the key drivers of engagement? 5. What else might influence engagement? 6. Does engagement fluctuate across the working day and working week? 7. How do we measure engagement? 8. What is its relationship with organizational wellbeing, performance and competitive advantage? 9. Interventions: What can we do to maximize or optimize engagement in organizational settings? 10. Where to next? 4 3. * what theories, models and frameworks? * Social Exchange Theory Gouldner, 1964; Eisenberger, 1986 * Self Determination Theory Deci & Ryan, 1985; Gagne & Deci, 2005 * Broaden & Build Theory of Positive Emotions Frederickson, 2001 *Job Demands-Resources Model 5 * what are the key drivers 4. of engagement? job variety work role fit opportunities for development autonomy feedback support transformational/lmx positive workplace climate rewards and recognition * ,.39* * Meta-analysis.28 Crawford LePine & Rich 2010 Christian, Gaza & Slaughter, 2011* Halbesleben, 2010** time urgency job responsibility workload Personal Resources Self Efficacy.53** * if we know which work environment features influence in each particular context, then we will know which levers to pull in order to change engagement * Fleck & Inceoglu,

3 5. * what else might influence engagement? * more upstream, distal or contextual factors might also directly or indirectly influence engagement * e.g., climate, senior leadership, clarity of organizational goals,.. ORG TEAM JOB * organizational resources provide the context for how employees experience their work Albrecht, 2012; Albrecht et al., 2015; Leiter & Bakker, 2010 Albrecht, what might such upstream org resources look like? * what else might influence engagement? * HR Practices * Strategic alignment * HR provide me with sufficient opportunities for training and development * I have a clear understanding of my organization s strategic priorities Biggs, Brough & Barbour, 2014 * Senior leadership * Clarity Org Goals * Org Autonomy * Agility * Senior leaders in this organization strive to perform to the best of their ability * the future direction of the organization is clearly communicated to everyone * People in this organization are encouraged to take the initiative in decision making * this organization readily changes the way that we do things * Climate * People in this organization are enthusiastic about their work 8 * Climate? *employees shared perceptions of the policies, practices and procedures that are rewarded, supported and expected, and the meaning those imply for setting s members, concerning employee engagement (Albrecht, adapted from Schneider et al., 1990, 2011) *employees shared perceptions about the energy and involvement willingly focused by employees toward the achievement of work and organizational goals (Albrecht, 2014) climate for customer service (Schneider, 1975) climate for innovation (Brown & Leigh, 1996) climate for safety (Zohar, 1980) climate for fairness (Colquitt, Noe & Jackson, 2002) climate for burnout (Moliner et al., 2005) influenced by organizational resources. influences employee perceptions of job resources and engagement. Albrecht,

4 upstream org resources * Proposed Research Model Org Resources PHR Practices Clarity Org Goals Senior Leadership Org Adaptivity Strategic Alignment Org Autonomy Organisational Climate Job Resources Employee - Overall, people in this organization strive to perform to the best of their ability. - People in this organization are enthusiastic about their work.. * very few explicit tests of the influence of org resources 10 * Method Procedure Measures * consulting company routinely e-surveys clients and contacts * n = 2681; analyses conducted on 1578 cases with complete data * mix of industry sectors, occupations, age, tenure etc. * ethics approved *measures adapted or drawn from existing scales *e.g., UWES-9; JD-R measures;.. Schaufeli, Bakker & Salanova 2006; Albrecht, 2014; Biggs, Brough & Barber, 2014;. * CFA * SEM 11 *Results Measures are good! CFA - convergent and discriminant validity of the measures Proposed CFA sub-set 1, n = 761 c 2 (df) = (2211); TLI =.92, CFI =.92, RMSEA =.048 Respecified CFA sub-set 1, n = 761 c 2 (df) = (1259); TLI =.95, CFI =.95, RMSEA =.045 ( ) Respecified CFA sub-set 2, n = 817 c 2 (df) = (1259); TLI =.95, CFI =.95, RMSEA =.044 ( ) Full data set n = 1578 c 2 (df) = (1259); TLI =.96, CFI =.96, RMSEA =.040 ( ) stndsed loadings generalises *no substantive method effects. etc. 12 4

5 *Results Variable Mean SD Climate PHRPractices Clarity Org Goals Senior Leadership Org Adaptivity Strategic Alignment Org Autonomy Autonomy Job Variety Development Opps Supervisor Support Albrecht, Breidahl, & Marty (in press)..06* PHR Practices.24*** Clarity Org Goals.16***.25***.38*** Senior Leadershp Climate 58%.16***.15***.13*** 58% *Results Org Adaptivity.12**.11***.20***.71*** Strategic Alignment Org Autonomy.36***.08*.49*** Job Resources 72%.65*** Job Autonomy.71***.56*** Job Variety.73*** Dev Opps Supervisor Support Figure 2. Re-specified model showing parameter estimates and variance explained Note: no errors were correlated in the modelling; SEM c 2 (df) = (1303); c 2 /df = NFI =.94, TLI =.95, CFI =.95, RMSEA =.037 ( ) re-specified - theoretically defensible good fitting model 14 * can differentiate and reliably measure six different organisational resources - pretty strongly correlated but distinct * all 6 org resources directly associated with engagement climate * Results * we know climate is important, so org resources are important antecedents! * Summary senior leadership most strongly associated with engagement climate * i.e. reinforces the important role that senior leadership plays in setting and embedding the climate in organizational contexts Albrecht, 2014; Schneider, Goldstein & Smith, * 4/6 org resources directly associated with job resources (Clarity Org Goals, PHRP, OrgAut, Strat Align) * i.e., important upstream (Dollard & Bakker, 2010) organizational factors that can potentially increase employee experiences of job resources, and therefore engagement. * strategic alignment and organizational autonomy direct associations with engagement, resources and engagement climate *all six org resources had significant indirect relationships to job resources and engagement. 15 5

6 * implications for developing and sustaining engagement? provide Senior Management, HR and line managers with feedback, development, infrastructure, and organizational support on how to provide and communicate to employees: * HR Practices * Strategic alignment * Senior leadership * Clarity Org Goals * Org Autonomy * Agility * HR function need to be seen to provide sufficient opportunities for training and development * senior leaders provide a clear understanding of the organization s strategic priorities * senior leaders seen to strive to perform to the best of their ability and model engagement * senior leaders clearly communicate the future direction of the organization to everyone * senior leaders encourage all employees to take initiative in decision making * set organizational capability for flexibility and readily changing the way things get done * Climate * enable organizational resources and manage demands so most employees share enthusiasm about their work 16 * Summary * JD-R can be extended to include organisational resources * climate taxonomies can be extended to include engagement climate * it is important for organizations to develop system-wide capability for employee engagement at the organizational level through the provision of organizational resources. we argue that HRM practitioners need to move beyond the annual administration of engagement surveys and need to strategically embed the idea of engagement within an integrated Human Resource Management (SHRM) framework. Albrecht, S. L., Bakker, A. B., Gruman, J., Macey, W. M., & Saks, A. (2015) 17 Simon Albrecht School of Psychology Deakin University simon.albrecht@deakin.edu.au 18 6