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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
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 engagement3
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”
employee engagement4
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
drivers of engagement
Drivers of Engagement
  • Line of sight
  • Involvement
  • Information sharing
  • Rewards and recognition
managing the basics
Managing the Basics
  • Hiring and work assignments
  • Performance evaluations
  • Discipline
  • Terminations
managing a diverse workforce
Managing a Diverse Workforce
  • Diversity
  • Harassment
  • Family and personal issues
manager as lens
Manager as Lens
  • Begin with clear standards
  • Design a plan to continually communicate your standards
  • Managers are role models
managing up and across
Managing Up and Across
  • Honesty is rule one
  • Standards go both ways
slide10
Linda K. Trevino and Katherine A. Nelson, Managing Business Ethics, (Wiley, New Jersey) pp. 152-176.
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