5eeg Summative Assessment
5EEG-LO 1, 3, 4 and 6 - Summative Assessment.
This assignment requires a written assessment with reference to learning outcomes 1, 3, 4 and 6. I will therefore take each question one by one. Learning outcomes 2 and 5 will be covered by formative assessment, which will provide the 50/50 split required.
Learning outcome 1
1.1/1.2/1.3 – Requires me to describe what is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? Also how far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas?
Chiumento (2004) defined employee engagement as a positive, two-way, relationship between an employee and their organisation. Both parties are aware of their own and the other’s needs, and the way they support each other to fulfil those needs. Engaged employees and organisations will go the extra mile for each other because they see the mutual benefit of investing in their relationship.
One of the first challenges presented by the literature is the lack of a universal definition of employee engagement. Kahn (1990) defines employee engagement as “the harnessing of organisation members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances”. The cognitive aspect of employee engagement concerns employees’ beliefs about the organisation, its leaders and working conditions. The emotional aspect concerns how employees feel about each of those three factors and whether they have positive or negative attitudes toward the organisation and its leaders. The physical aspect of employee engagement concerns the physical energies exerted by individuals to accomplish their roles. Thus, according to Kahn (1990), engagement means to be psychologically as well as physically present when occupying and performing an
This assignment requires a written assessment with reference to learning outcomes 1, 3, 4 and 6. I will therefore take each question one by one. Learning outcomes 2 and 5 will be covered by formative assessment, which will provide the 50/50 split required.
Learning outcome 1
1.1/1.2/1.3 – Requires me to describe what is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? Also how far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas?
Chiumento (2004) defined employee engagement as a positive, two-way, relationship between an employee and their organisation. Both parties are aware of their own and the other’s needs, and the way they support each other to fulfil those needs. Engaged employees and organisations will go the extra mile for each other because they see the mutual benefit of investing in their relationship.
One of the first challenges presented by the literature is the lack of a universal definition of employee engagement. Kahn (1990) defines employee engagement as “the harnessing of organisation members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances”. The cognitive aspect of employee engagement concerns employees’ beliefs about the organisation, its leaders and working conditions. The emotional aspect concerns how employees feel about each of those three factors and whether they have positive or negative attitudes toward the organisation and its leaders. The physical aspect of employee engagement concerns the physical energies exerted by individuals to accomplish their roles. Thus, according to Kahn (1990), engagement means to be psychologically as well as physically present when occupying and performing an
References: Armstrong, M. (2006) A Handbook of Human Resource Management Practice 10ed. London: Kogan. Baumruk, R. (2004) ‘The missing link: the role of employee engagement in business success’,Workspan, Vol 47, pp48-52. BCC. (2008) The Change Agent Project, ‘Best Initiative’. Birmingham: BCC. Available at: http://www.birminghambest.co.uk/changeagents [accessed 09 Mar 2012). Butler, M. (2008) Why engagement is set to revolutionise public services. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/why-engagement-is-set-to-revolutionise-public-services.htm [accessed 09 Mar 2012). Chiumento. (2004) Get Engaged, Chiumento, London. Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89-136. CIPD (2007) Employee Engagement: Podcast episode 6. London: CIPD. Available at: http://www.cipd.co.uk/podcasts/_articles/article6.htm [Accessed 08 Mar 2012]. CIPD (2008) Employee Engagement in Context: Research Insight. London: CIPD. Available at: http://www.cipd.co.uk/NR/rdonlyres/6D7D52C8-6E51-4539-A189-1E2D6EBEF01F/0/employee_engagement_context.pdf [Accessed 09 Mar 2012]. CSIKZENTMIHALYI, M. (2008) Flow: the psychology of optimal experience. New York: Harper Perennial Modern Classics. Ferguson, A. (2007) ‘Employee engagement: Does it exist, and if so, how does it relate to performance, other constructs and individual differences?’ Available at: http://www.lifethatworks.com/Employee-Engagement.prn.pdf [Accessed 07 Mar 2012]. Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004) ‘The race for talent: retaining and engaging workers in the 21st century’, Human Resource Planning, Vol 27, No 3, pp12-25. Kahn, W.A. (1990) ‘Psychological conditions of personal engagement and disengagement at work’, Academy of Management Journal, Vol 33, pp692-724. Kotter, J. (2011) The Heart of Change. Available at: http://www.youtube.com/watch?v=1NKti9MyAAw [Accessed 10 Mar 2012]. Mohanka, R. (2011) Employee Engagement is a Hot Topic. London: Europe Office. Available at: http://events.kenexa.com/newsletter/oldver/05041.asp?uid=1&tbl=test [Accessed 09 Mar 2012]. Richman, A. (2006) ‘Everyone wants an engaged workforce how can you create it?’ Workspan, Vol 49, pp36-39. Robinson, D., Perryman, S. and Hayday S. (2004) The drivers of employee engagement. Brighton: Institute for Employment Studies. Available at: http://www.wellbeing4business.co.uk/docs/Article%20-%20Engagement%20research.pdf [Accessed 07 Mar 2012]. Shaw, K. (2005) ‘An engagement strategy process for communicators’, Strategic Communication Management, Vol 9, No 3, pp26-29. Sims, R R (1994) Human Resource Management’s Role in Clarifying the New Psychological Contract, Human Resource Management, 33 (3), pp, 373–82. Smedley, T (2008) We need to listen to people more than we do. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/we-need-to-listen-to-people-more-than-we-do.htm [accessed 09 Mar 2012). Spindler, G S (1994) Psychological contracts in the workplace: a lawyer’s view, Human Resource Management, 33 (3), pp 325–33. Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD. Armstrong, M. (2006) A Handbook of Human Resource Management Practice 10ed. London: Kogan. Baumruk, R. (2004) ‘The missing link: the role of employee engagement in business success’,Workspan, Vol 47, pp. 48-52. BCC. (2008) The Change Agent Project, ‘Best Initiative’. Birmingham: BCC. Available at: http://www.birminghambest.co.uk/changeagents [accessed 09 Mar 2012). Brearley, M. (2009) ‘Fully Charged’, People Management, June 2009, pp.20-23. Butler, M. (2008) Why engagement is set to revolutionise public services. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/why-engagement-is-set-to-revolutionise-public-services.htm [accessed 09 Mar 2012). Chiumento. (2004) Get Engaged, Chiumento, London. Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89-136. CIPD (2007) Employee Engagement: Podcast episode 6. London: CIPD. Available at: http://www.cipd.co.uk/podcasts/_articles/article6.htm [Accessed 08 Mar 2012]. CIPD (2008) Employee Engagement in Context: Research Insight. London: CIPD. Available at: http://www.cipd.co.uk/NR/rdonlyres/6D7D52C8-6E51-4539-A189-1E2D6EBEF01F/0/employee_engagement_context.pdf [Accessed 09 Mar 2012]. CIPD (2011) Employee Engagement: Factsheets. London: CIPD. Available at: http://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx [Accessed 07 Mar 2012]. CSIKZENTMIHALYI, M. (2008) Flow: the psychology of optimal experience. New York: Harper Perennial Modern Classics. Ferguson, A. (2007) ‘Employee engagement: Does it exist, and if so, how does it relate to performance, other constructs and individual differences?’ Available at: http://www.lifethatworks.com/Employee-Engagement.prn.pdf [Accessed 07 Mar 2012]. Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004) ‘The race for talent: retaining and engaging workers in the 21st century’, Human Resource Planning, Vol 27, No 3, pp. 12-25. Kahn, W.A. (1990) ‘Psychological conditions of personal engagement and disengagement at work’, Academy of Management Journal, Vol 33, pp. 692-724. Kotter, J. (2011) The Heart of Change. Available at: http://www.youtube.com/watch?v=1NKti9MyAAw [Accessed 10 Mar 2012]. Mohanka, R. (2011) Employee Engagement is a Hot Topic. London: Europe Office. Available at: http://events.kenexa.com/newsletter/oldver/05041.asp?uid=1&tbl=test [Accessed 09 Mar 2012]. Pickard, J (2009) ‘A Healthy Constitution’, People Management, January 2009, pp.20-23. Richman, A. (2006) ‘Everyone wants an engaged workforce how can you create it?’ Workspan, Vol 49, pp36-39. Robinson, D., Perryman, S. and Hayday S. (2004) The drivers of employee engagement. Brighton: Institute for Employment Studies. Available at: http://www.wellbeing4business.co.uk/docs/Article%20-%20Engagement%20research.pdf [Accessed 07 Mar 2012]. Shaw, K. (2005) ‘An engagement strategy process for communicators’, Strategic Communication Management, Vol 9, No 3, pp26-29. Sims, R R (1994) Human Resource Management’s Role in Clarifying the New Psychological Contract, Human Resource Management, 33 (3), pp, 373–82.