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Ethical Problems of Managers. Chapter 6. Employee Engagement. Actively engaged: Passionate and enthusiastic Feel profoundly connected to the company Drive innovation Move the company forward Eagerly go all the “extra mile”. Employee Engagement. Not engaged: “checked out” Sleepwalking

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Employee engagement l.jpg
Employee Engagement

  • Actively engaged:

    • Passionate and enthusiastic

    • Feel profoundly connected to the company

    • Drive innovation

    • Move the company forward

    • Eagerly go all the “extra mile”


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Employee Engagement

  • Not engaged:

    • “checked out”

    • Sleepwalking

    • Put time – but not passion or energy into their work

    • May or may not go the “extra mile”


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Employee Engagement

  • Actively disengaged:

    • “It’s not my job”

    • Negative drag on the culture

    • Little or no company loyalty

    • Undermine what engaged coworkers accomplish

    • May well sabotage company initiatives and employee goodwill


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Drivers of Engagement

  • Line of sight

  • Involvement

  • Information sharing

  • Rewards and recognition


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Managing the Basics

  • Hiring and work assignments

  • Performance evaluations

  • Discipline

  • Terminations


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Managing a Diverse Workforce

  • Diversity

  • Harassment

  • Family and personal issues


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Manager as Lens

  • Begin with clear standards

  • Design a plan to continually communicate your standards

  • Managers are role models


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Managing Up and Across

  • Honesty is rule one

  • Standards go both ways


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