Managing a positive & productive work environment 3D

Inner Work Life (Amabile & Kramer)
Click the card to flip 👆
1 / 16
Terms in this set (16)
How do we manage the engaged work place?

*First, Understand what the inner work life is:

-Inputs - Workday Events

-Dynamic interplay among:

Emotions - tied into cognition: specific reactions like elation, joy, anger to general feeling states

Perceptions - sense making of events, from immediate impressions to full theories of what is happening

Motivation - grasp of what needs to be done and drive to do it

Outputs (or outcomes) - Work Performance

*When something happens at work, it immediately
triggers Perceptual, Emotional, and
Motivational responses.*
Disengaged Workplaces - The Evidence

Studies indicate that:

-As many as 70% of employees are actively disengaged from their work;

-41% de-motivated by their managers;

Customers prefer working with engaged employees:

-Can you remember your last encounter with a dis-engaged

-How was the service?

-Would you return to that business?
Disengaged Employees are:

-Disconnected from organizational priorities

-Feel underutilized, skeptical, indulge in contagious negativity

-Focus on complaints and the perceived failure of procedural justice in the organization

-Have Lower productivity

-Contribute limited to no discretionary effort

-Have lower creativity
Why is Employee Engagement Important?

Large, global businesses must decentralize the day to day work to remote places where critical decisions must be made

Work has become collaborative so people must be more collegial

Employees confront vexing problems which in turn depends on discretionary effort, creative thinking, and continuous innovation throughout the workforce - on everyone's part.

Firms also want to lower turnover, and build larger talent pools.

-*If employees are disengaged they are less likely to make
the right independent decisions, be collaborative,
invest discretionary effort, be creative,
and be productive contributors!*
Results of Studies:

-High engagement firms have a total shareholder return 19% above average in 2009, and 22% in 2010. Low Engagement organizations' shareholder return was 44% below average
(Source: Hewitt associates)

-Successful organizations have two common factors:
Above average leadership capability and
Considerably superior levels of employee engagement
(Source: McKinsey Study)