tailieunhanh - Lecture Business ethics: How to design and manage ethical organizations: Chapter 10 - Denis Collins

Chapter 10 - Engaging and empowering ethical employees. The main goals of this chapter are to: Describe how to engage employees at work; manage three types of employees: go-getters, fence-sitters, and adversarials; facilitate an Appreciative Inquiry workshop;. | ENGAGING AND EMPOWERING ETHICAL EMPLOYEES Chapter Ten Chapter 10 Learning Objectives Describe how to engage employees at work Manage three types of employees: go-getters, fence-sitters, and adversarials Facilitate an Appreciative Inquiry workshop Implement Open Book Management and a Scanlon-type gainsharing plan Distribute financial improvements to all employees through profit sharing, stock options, employee stock ownership plans, and cooperatives Chapter 10: Collins, Business Ethics Extent of Employee Engagement Organizations need talented employees committed to task performance, organizational goals, and the organization itself Employee engagement is an emotional bond or attachment an employee has to the work task, organization, and its members Chapter 10: Collins, Business Ethics Strong linkage exists between ethical organizations and employee engagement Engaged employees are more likely to report ethical misconduct 2009 Gallup Organization reported that only 30% of American . | ENGAGING AND EMPOWERING ETHICAL EMPLOYEES Chapter Ten Chapter 10 Learning Objectives Describe how to engage employees at work Manage three types of employees: go-getters, fence-sitters, and adversarials Facilitate an Appreciative Inquiry workshop Implement Open Book Management and a Scanlon-type gainsharing plan Distribute financial improvements to all employees through profit sharing, stock options, employee stock ownership plans, and cooperatives Chapter 10: Collins, Business Ethics Extent of Employee Engagement Organizations need talented employees committed to task performance, organizational goals, and the organization itself Employee engagement is an emotional bond or attachment an employee has to the work task, organization, and its members Chapter 10: Collins, Business Ethics Strong linkage exists between ethical organizations and employee engagement Engaged employees are more likely to report ethical misconduct 2009 Gallup Organization reported that only 30% of American workers are engaged in their jobs. Approximately 52% were not engaged, and 18% were actively disengaged 2008 Kelly Services surveyed 100,000 people in 34 countries about work-related issues. Approximately half of the survey respondents replied that they would be willing to sacrifice status and pay for more meaningful work Engaging Employees Human Needs Abraham Maslow differentiated five categories of needs every individual has: physiological, safety, social, self-esteem, and self-actualization Chapter 10: Collins, Business Ethics Engaging Employees Insert Exhibit Chapter 10: Collins, Business Ethics Individuals first seek to fulfill lower-level needs beginning with physiological needs An engaged employee is typically fulfilling the three highest=level needs-social, self-esteem, and self-actualization-at work Engaging Employees Job Satisfaction Frederick Herzberg and his colleagues interviewed 203 accountants and engineers employed at various companies about their job .