3. Objectives
3
By the end of this lesson, you will be able to:
What is Employee Engagement? Why does it
matter?
What are the principles behind Employee
Engagements
What is the role of HR and OD in Employee
Engagements?
What are some best practices of Employee
Engagements intervention?
4. Objectives
4
By the end of this lesson, you will be able to:
What is Employee Engagement? Why does it
matter?
What are the principles behind Employee
Engagements
What is the role of HR and OD in Employee
Engagements?
What are some best practices of Employee
Engagements intervention?
5. FR
Presented by: DR RHEA LOWELLA S. FISER 5
Question to Ponder!
What is Employee Engagement?
Why does it matter?
6. FR
Presented by: DR RHEA LOWELLA S. FISER 6
Question to Ponder!
What is Employee Engagement?
Why does it matter?
7. FR
Add a footer 7
What is Employee
Engagement?
Employee Engagement is a
workplace approach resulting
in the right conditions for all
employees to give their best
each day, committed to
organizations goal and
motivated
8. FR
Add a footer 8
What is Employee
Engagement?
Employee Engagement is a
workplace approach resulting
in the right conditions for all
employees to give their best
each day, committed to
organizations goal and
motivated
9. FR
Add a footer 9
What is Employee Engagement?
Employee engagements is an
emotional state where employees
feel passionate, energetic and
committed to that work. This
translates into employees who give
their hearts, minds and hands to
deliver a high level of performance
to the organization
10. FR
Add a footer 10
What is Employee Engagement?
Employee engagements is an
emotional state where employees
feel passionate, energetic and
committed to that work. This
translates into employees who give
their hearts, minds and hands to
deliver a high level of performance
to the organization
15. FR
Add a footer 15
Affective Commitment
Employee remain because they want to………
Develop due to personal involvement identification
with relevant target and value congruence.
16. FR
Add a footer 16
Affective Commitment
Employee remain because they want to………
Develop due to personal involvement identification
with relevant target and value congruence.
17. FR
Add a footer 17
Continuance Commitment
Employee remain because they want to………
Develop as a result of accumulated investments, or side
bets that would be lost if the individuals discontinued a
course of action or chose an alternative to the present
course.
18. FR
Add a footer 18
Continuance Commitment
Employee remain because they want to………
Develop as a result of accumulated investments, or side
bets that would be lost if the individuals discontinued a
course of action or chose an alternative to the present
course.
19. FR
Add a footer 19
Normative Commitment
Employee remain because they want to………
Develop as a function of cultural and organizational
socialization and the receipt of benefits that activate a
need to reciprocate
20. FR
Add a footer 20
Normative Commitment
Employee remain because they want to………
Develop as a function of cultural and organizational
socialization and the receipt of benefits that activate a
need to reciprocate
27. Add a footer 27
Why does Employee
Engagement Matter?
Is the key to competitive
advantage for businesses
Competitors will find it
hard to imitate
It was makes employees
stay and perform well.
28. Add a footer 28
Why does Employee
Engagement Matter?
Is the key to competitive
advantage for businesses
Competitors will find it
hard to imitate
It was makes employees
stay and perform well.
31. Add a footer 31
ENGAGED employees work with passion
and feel a profound connection to their
company. They drive innovation and move
the organization forward.
NOT ENGAGES employees are essentially
“checked out.” They’re sleepwalking through
their workday, putting time—but not energy or
passion—into their work
ACTIVELY DISENGAGED employees aren’t just
unhappy at work; they’re busy acting out their
unhappiness. Everyday, these workers
undermine what their engaged coworkers
accomplish
32. Add a footer 32
ENGAGED employees work with passion
and feel a profound connection to their
company. They drive innovation and move
the organization forward.
NOT ENGAGES employees are essentially
“checked out.” They’re sleepwalking through
their workday, putting time—but not energy or
passion—into their work
ACTIVELY DISENGAGED employees aren’t just
unhappy at work; they’re busy acting out their
unhappiness. Everyday, these workers
undermine what their engaged coworkers
accomplish
33. FR
Add a footer 33
OPPORTUNITY GROUP FULLY DISENGAGED
Generally feel
underutilized
Spend significant time taking
care of personal needs.
Do just enough to get by
and not get in trouble
Pay is a big reason why you
stay
Bored and frustrated at
work
Make sarcastic jokes about
work
Speak poorly about
company and leaders
Look for ways to find
blame
34. FR
Add a footer 34
OPPORTUNITY GROUP FULLY DISENGAGED
Generally feel
underutilized
Spend significant time taking
care of personal needs.
Do just enough to get by
and not get in trouble
Pay is a big reason why you
stay
Bored and frustrated at
work
Make sarcastic jokes about
work
Speak poorly about
company and leaders
Look for ways to find
blame
