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25 Cards in this Set
- Front
- Back
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Organizational commitment |
Employees psychological attachment to an organization |
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Meyer and Allen’s three component organizational commitment |
1. Affective commitment. 2. Continuance commitment. 3. Normative commitment |
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Normative commitment |
Employees obligation to stay in the organization...think “repay the debt” |
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Affective commitment |
Employees desire to stay within the organization...think “emotional attachment” |
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Continuance commitment |
Employees need to stay within the organization...think “pay the bills vs no money to pay bills” “gain of staying vs loss of leaving” |
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Organizational alignment |
When employees share the same vision/purpose as the company to achieve goals and succeed. Everyone on the same page |
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How to achieve organizational alignment? |
1. Clear expectations / accountabilities set out during on boarding 2. Systems / procedures that drive the right behaviours. Clearly defined organizational goals help achieve personal goals 3. Capable leadership that empowers their people to do best work 4. Positive work environment and culture that recognizes good performance |
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Organizational identification |
When employees have a sense of belonging within the organization |
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Employee engagement |
Measure of an employees commitment to an organization |
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Engaged employees |
Passionate about their job. Take more responsibilities, respond faster, highly motivated. Stronger connection to the organization. Put in extra effort |
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Non-engaged employee |
Compliant and will only satisfy the minimum requirements. No extra effort |
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Actively disengaged employees |
Unhappy. Go the extra mile to spread unhappiness. Gossipers |
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Indifferent employees |
Dissatisfied, disappointed and/or disillusioned. Potential to become re-engaged if realized they have significant positive impact on organizational success |
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Three major models of emotional intelligence |
1. The Mayer-solovey model 2. The Goleman model 3. The Bar-on model |
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The Mayer-Solovey model |
defined as the ability to perceive, understand, manage and use emotions to think |
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The Goleman Model |
Set of emotional and social competencies that allow managerial performance Most easy model to understand |
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The Bar-on model |
Same as Goleman where it considers emotional and social competencies plus skills and facilitators. All four factors impact intelligent behaviour |
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The utrecht work engagement model (UWES) |
Self report questionnaire developed to measure 3 dimensions of Schaufeli et al definition of employee engagement Vigor, dedication and absorption Opposite of burnout (Christina Maslach and Michael leiter) Assessed by using Maslach burnout inventory (MBI). If low score in MBI then high scores in engagement |
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Job engagement scale (JES) |
Measures engagement proposed by Khan: affective, cognitive and physical Achieve all three dimensions when fully invested into the job role |
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Social exchange theory (SET) |
Individuals choose behaviours that lead them to realizing their self interests in social situations |
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Job engagement and organizational engagement |
Based on social exchange. Alan Saks describes employee engagement as two way relationship between employee and organization. The more engaged employees are , the more they will use their cognitive/physical/emotional resources to perform the job |
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Q12 survey by Gallup |
Asks questions that provide snapshot of work environment relating to employee engagement 12 questions rated on 5 point scale and belong to 4 categories: Basic needs Management support Team work Growth |
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Say, stay and strive model by Aon Hewitt |
Identify the key drivers for three behaviours: Employees SAY positive things about the organization Employees display desire to STAY with the organization Employees STRIVE towards achieving organizational goals |
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Towers Watson Model |
Degree to which and employee is connected to the organization 3 elements: 1. Discretionary effort - commitment to achieving goals 2. Work experience that provides sense of well-being 3. Work environment that supports productivity |
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Balanced scorecard |
Four components all come together in support of each other |
