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od_final_paper_example_1.docx
OD Final Paper: Employee Engagement Intervention
Names of People in group here
OLPD 3640-002
Fall 2012
University of Minnesota
EMPLOYEE ENGAGEMENT INTERVENTION 2
Employee engagement is a relatively new but extremely popular concept in organizational management and development and is considered an organization level change. Such strong interest is driven by claims that organizations looking to leverage employee engagement could ultimately observe fruitful, “bottom-line” results (Macey & Schneider, 2008, p. 3).
Note the inclusion of type of change in Yellow
This introduction does not need to be more than one paragraph. Note that each section only contains 1-2 sentences which is not considered complete, but you can see the kind of content that you might introduce into each section.
Purpose of Intervention
Assumptions of Intervention
A number of assumptions could be observed with regard to employee engagement. First, it is often expected that any engagement initiatives should be led, encouraged, and supported by the top management of the organization…
Expected Outcome of intervention
The importance of employee engagement has been widely recognized by both practitioners and researchers in organization development and management. For instance, Hewitt Associates stated they have established a compelling evidence to suggest that there is a strong relationship between engagement and profitability through higher productivity, increasing sales, customer satisfaction, and employee retention (as cited in Macey & Schneider, 2008)…
Organization Usage
North Shore LIJ Health System (States, 2008, as cited in Shuck, Rocco, & Albornoz, 2010) invested $10 million in training and development initiatives and encouraged their employees to pursue further education as part of their goal of raising the levels of engagement within the organization…
Primary theorists
No discussion of employee engagement would be complete without the inclusion of the work of William A. Kahn. Kahn’s (1990) qualitative study on engagement and disengagement is one of the most cited works in the current literature…
May, Gilson, and Harter (2004) also provided an excellent overview of the significance of engagement, stating that the opposite construct – disengagement – is central to employees’ lack of commitment and motivation and that meaningless work is related to apathy and detachment from one’s works. In these situations, individuals can be alienated from their self and restoring the meaningfulness of their work plays a pivotal role in motivating these employees and re-attaching them to their work…
Limitations of Employee Engagement as an Intervention
Current research on engagement points to a number of limitations. It seems to suggest that the literature on the topic comes by and large from practitioners’ point of view (for example, human resource consulting firms), and lacks rigorous – and coherent – examination of the antecedents and consequences as well as other components of the concept (Macey & Schneider, 2008; Saks, 2006)…
Summary
Employee engagement has become as a topic of immense interest in the organizational literature over the past recent years…
References
NOTE: Good examples, but more than you need for the final OD paper.
Albrecht, S. L. (2010). Handbook of employee engagement: Perspectives, issues, research, and practice. MA: Edward Elgar Publishing Yellow
Cumming, T. G. & Worley, C. G. (2009). Organization development and change (9th ed.). Mason, OH: South-Western.
Fairlie, P. (2011). Meaningful work, employee engagement, and other key employee outcomes: Implications for human resource development. Advances in Developing Human Resources, 13(4), 508-525. doi: 10.1177/1523422311431679
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. The Academy of Management Journal, 33(4), 692-724.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3-30. doi: 10.1111/j.1754-9434.2007.0002.x
May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77(1), 11-37. doi: 10.1348/096317904322915892
Robertson, I. T., & Cooper, C. L. (2010). Full engagement: the integration of employee engagement and psychological well-being. Leadership & Organization Development Journal, 31(4), 324-336. doi: 10.1108/01437731011043348
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619. doi: 10.1108/02683940610690169
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315. doi: 10.1002/job.248
Schaufeli, W. B., Salanova, M., Gnzalez-Roma, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-92.
Schaufeli, W. B., Taris, T. W., & Van Rhenen, W. (2008). Workaholism, burnout, and work engagement: Three of a kind or three different kinds of employee well-being? Applied Psychology, 57(2), 173-203. doi: 10.1111/j.1464-0597.2007.00285.x
Shuck, B., & Reio, T. G. (2011). The employee engagement landscape and HRD: How do we link theory and scholarship to current practice? Advances in Developing Human Resources, 13(4), 419-428. doi: 10.1177/1523422311431153
Shuck, B., Rocco, T. S., & Albornoz, C. A. (2010). Exploring employee engagement from the employee perspective: Implications for HRD. Journal of European Industrial Training, 35(4), 300-325.
Simpson, M. R. (2009). Engagement at work: A review of the literature. International Journal of Nursing Studies, 46(7), 1012-1024.
