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Enhancing Employee Engagement Between Upper-management and Frontline Employees: The Design of an Intervention

机译：加强高层管理人员与一线员工之间的员工敬业度：干预措施的设计

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摘要

Definitions of employee engagement support the connection that exists between the employee, management, and the organization. When the connection is positive it can create relationships that will result in the success of the organization and the well-being of the individuals employed. Employee satisfaction can be derived from building positive interactions and communication within the organization. The benefits of employee engagement can decrease turnover, enhance employee morale, and increase productivity.;The intent of this applied dissertation study originated from the following research question: Can opening the communication gap between upper-management and employees effectively increase employee engagement? A thorough exploration of the literature on the topic was helpful in considering this question and led to a design to assist in creating an intervention, in the form of a workshop, where employees and upper-management could empathize, connect, and interact on the topic of engagement. The theoretical base for the design was based on the precepts of adult learning.;Eleven evaluators utilized their skills and experience to evaluate the design of the workshop. The evaluators represented various positions and levels of management, industries, for-profit and not-for-profit organizations. They were provided a packet that included an invitation, a summary of objectives, the design format, and a Likert Scale questionnaire that included comments to capture both quantitative and qualitative data. Evaluators provided feedback to strengthen the design by a slight change in modules, pre-and-post assessments regarding engagement, and the preparation of management and employees before attending the workshop. Overall the evaluators were positive and expressed that upper-management involvement was critical. Changes are suggested to the workshop design because of the data gathered from the evaluators. In the future, research will need to be completed to expand learning on employee engagement.;OD practitioners can be helpful in developing leadership and generating commitment as it relates to engagement. Employees frequently change organizations, jobs, and their careers. To maintain talent in the organization, it is essential for management to engage employees. Catteeuw, Flynn, & Vonderhorst, (2007) stated, "Employee engagement is an ongoing process, not an end itself. It needs to become part of the company culture (p. 155)."
机译：员工敬业度的定义支持员工，管理层和组织之间存在的联系。当建立积极联系时，它可以建立关系，从而导致组织的成功和所雇用人员的幸福。员工满意度可以源自在组织内部建立积极的互动和沟通。员工敬业度的好处可以减少人员流动，提高员工士气并提高生产率。本应用研究的目的源自以下研究问题：能否弥合高层管理人员与员工之间的沟通鸿沟能有效地提高员工敬业度？对该主题的文献进行彻底的研究有助于考虑这个问题，并以研讨会的形式进行了设计，以帮助进行干预，员工和高层管理人员可以对该主题进行同情，联系和互动。订婚。设计的理论基础是基于成人学习的理念。11名评估人员利用他们的技能和经验来评估研讨会的设计。评估人员代表了管理，行业，营利性和非营利性组织的各个职位和级别。向他们提供了一个小包，其中包括邀请函，目标摘要，设计格式，以及李克特量表，其中包含用于捕获定量和定性数据的注释。评估人员提供了反馈，以通过以下方式来加强设计：模块的略微更改，有关敬业度的事前评估和事后评估以及参加研讨会之前管理层和员工的准备。总体而言，评估人员是积极的，并表示高层管理人员的参与至关重要。由于从评估人员那里收集到的数据，建议对车间设计进行更改。将来，将需要完成研究以扩大关于员工敬业度的学习。OD从业人员可以帮助发展领导力并产生与敬业度有关的承诺。员工经常改变组织，工作和职业。为了保持组织中的人才，管理层聘用员工至关重要。 Catteeuw，Flynn和Vonderhorst（2007年）指出：“员工敬业度是一个持续的过程，而不是目的本身。它需要成为公司文化的一部分（第155页）。”

著录项

  • 作者

    Greer, Tarsha Felicia.;

  • 作者单位

    Alliant International University.;

  • 授予单位 Alliant International University.;
  • 学科 Organizational behavior.;Behavioral psychology.
  • 学位 Psy.D.
  • 年度 2018
  • 页码 138 p.
  • 总页数 138
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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