EMPLOYEE ENGAGEMENT

‘Course Facilitator : Dr. Jyotsana Bhatnagar

Why Engagement? …it drives Business Results

Employee
Behavior
• Quality Care
• Service
Business • Productivity Effective
Understanding • Cost Control Leadership

More Satisfied
Customers and
More
Engaged Employees Competitive Advantage Efficient
Operations

Employment Organizational
Experience Capability
Improved Business
Performance
COST OF DISENGAGED
EMPLOYEES IS $550 BILLION PER
YEAR (Gallup 2013)
 Employee Engagement Hewitt Model

Employee Engagement

Key Stay Say Serve

Behaviors

Key
Relationship Management Employees Job
with

Engagement
Factors Total Culture & Work Quality
Leadership Relationships Opportunity
Compensation Purpose Activities of Life

“Involved” “Committed” “Competent”

High Performance Work System

 Employee Engagement

Stay Say Serve

Management Employees Job

Total Culture & Work Quality of Opportunity

Leadership Relationships
Compensation Purpose Activities Life

People Work
• Senior • Intrinsic
Leadership Motivation
• Manager • Influence
• Coworkers • Work Tasks
• Resources

Best Employer
Opportunities
Compensation “Building
Engagement a • Career
• Pay Opportunities
• Benefits great place to • Recognition
work”

Procedures Quality of Life

• Policies
• Work/Life Balance
• HR
• Physical Work
Environment
Six factors that inspire Employee Engagement
 Proactive Employee
Engagement program
 TCS peep :
The Proactive Employee Engagement program. In this
program, Associates get to talk, directly, one-on-one, with senior
management. Not the impersonal email or memo, or the public
nature of an open-house session.

 Yahoo! manages its talent actively and methodically. For

example, once a week CEO, along with the company’s
COO and business unit leaders, meet for a focused
discussion that includes performance in people
management.
INTEL-Personal Attention to
the employees
Who Wants What : Customize
NEW ENTRANTS STAR PERFORMERS

15% 5% 5%

5%
10% SOCIAL
40% 40%

20% FINANCIAL
20%
40%

•PERSONAL/ CAREER GROWTH •CR. GROWTH/ SYSTEMS

WORK
REGULAR GROWERS SOLID CITIZENS ENVIORNMENT

10%
10% WORK
25% 10%
35%
SYSTEMS
25%
PERSONAL
10%

35%
/ CARRER
25% GROWTH
15%
•CR. GROWTH/ WORK SYS/ FIN. •SOCIAL/ FINANCIAL

"Whatever you are, be a good one." --Abraham Lincoln (1809-1865)

 Skip Level Meetings
 Managing your career :
 At Wipro, employees can call Skip level meetings with supervisor’s
manager and discuss work , interpersonal relations etc.
 Planning well:
 IBM has an Individual Development Program (IDP) where employees sit
with their managers and discuss the desired growth prospects and the
skills to be developed for this.
 SIEMENS has a Leadership excellence program to build leadership
qualities in deserving candidates.
 LG: System of Compulsory Training for Promotion
 Level 1 Promotion Course : Cultivation of strategic capabilities
and change-management
 Level 2 Promotion Course : Fostering of strategy execution and
job management capabilities
 Level 3 Promotion Course : Training of elementary management
skills as a job professional
 New Staff Member Course : Understanding LG’s enterprise
culture and development of basic qualifications for all members
Highlights…
Employee Engagement: refers to
 Different psychological states, traits & behaviors
 As well as their antecedents & outcomes
Propositions about:
 Psychological state engagement
 Behavioral Engagement
 Trait Engagement
Job Attributes & Leadership as:
 Main effects on state & behavioral engagement
 Moderators of relationship among 3 facets of engagement
Sources of confusion…
Referred to in various ways in literature:
 A psychological state (ex commitment)
 Performance construct (ex OCB)
 Disposition (ex PA: Positive Effect)
 Combinations of above
Would be more useful if framed as a model embracing all of
these
 Theoretical model
 Role of personal resources (i.e. self-beliefs of resiliency).
 Self-efficacy (i.e. people’s beliefs about their capabilities to control events
that affect their lives;Bandura, 1989),
 Organizational-based self-esteem (OBSE, i.e. employees’ beliefs that they can
satisfy their needs by participating in roles within the organization;
Pierce,Gardner, Cummings, & Dunham, 1989), and
 Optimism (i.e. the tendency to believe that one will generally experience good
outcomes in life; Scheier, Carver, & Bridges, 1994).

 According to Hobfoll’s (2002) theory, people do not only try to protect their resources, but
also to accumulate them. For instance individuals working in a resourceful work
environment (i.e. have autonomy over their tasks, or receive high-quality coaching) are
likely to increase their beliefs in their capabilities (self-efficacy), to feel valued (OBSE),
and to be optimistic that they will meet their goals. Consequently, employees develop a
positive self-regard and in-turn experience goal self-concordance (Luthans & Youssef, 2007).
Employees with goal self concordance are intrinsically motivated to pursue their goals that may lead to
higher levels of work engagement and performance.
 This paper has attempted to measure objective performance outcome.Financial
Shweta
return data Jaiswal
of everyFPM 2014on
shift HRwhich
Area study was conducted was part of the study.
 Employee engagement Summary
drives bottom-line
results Higher
(Hewitt Associates LLC, 2005, Claim
p. 1) Productivity
Employee Sales
Engagement Customer Profitabilit
Satisfaction y
Established conclusive relationship
Employee
(Hewitt Associates LLC, 2005, p. 1)

Employee Organizational
retention
Attitudes outcomes

Employee Engagement Turnover

(Harter, Schmidt, & Hayes, 2002) Productivity Value to
organizatio
organizational purpose
Conditions under involvement, commitment, nal
which people workV passion, enthusiasm, effectivenes
focused effort, and energy
(Erikson, 2005) s
 Untangling the Jangle…Employee Engagement
Framework
Trait Eng. State Eng. Behavioral Eng.

Trust

Work Attributes
Variety Transformational
Challenge Leadership
Autonomy

Engagement as Psychological State
This is the state of engagement that has received more attention and is central to the engagement issue
Satisfaction (Affective)
Resource availability,
opportunities for development
and clarity of expectations.
(Gallup work place audit)
Company, manager, work
group, job & work
environment characteristics
(Burke, 2005).
Sense of inspiration &
affirmation from work
(Towers,2003).
Satisfaction may assessed as
Feeling of energy, enthusiasm
& passion leads to spending
more time in work .
Measures of Engagement as
Psychological State
Involvement Commitment Empowerment
The degree to which an Hard work & long stay Experience of authority &
employee as commitment. responsibility (Mathieu et
psychologically relates (The corporate executive al., 2006)
to his or her job (Lodhal
board,2004)
et al.,2005). Sense of feeling that
Attachment & binding one’s work is personally
force between an imp., belief in one’s
Task-engagement-self-
individual & ability, self-determination
worth, higher level of
organization. & impact.
commitment. (Meyer et al., 2004)
(Erickson, 2005) Outcome would be effort,
persistence & Initiative
Effort & feel pride to
Self-engagement- (Spreitzer,1995)
be part of org. (Mowday
willingness to invest et al.,1982)
effort toward task goal
attainment. Belonging, personal
(Bass, 1999)
meaning & part of the
family.
(Meyer & Allen, 1997)
 Engagement as behaviour
Measures of Engagement as behaviour
In the work context , directly observable behaviour can be regarded as an engagement
Organizational Citizenship
Behaviour
Extra Role behaviours which
are not formally defined as part
of the job, support or enhance
the social & psychological
environment (Organ, 1997).
Support for others,
organizational support and
conscientiousness (Borman,
2004).
Doing something extra, ‘going
above & beyond’ , which is
typical, usual or ordinarily
expected (vey & campbell,
2004)
Proactive/ Personal initiative
Behaviours that go beyond
expectations comprises self-
starting, proactivity &
persistence (Frese & fay,
2001).
Taking charge, self-efficacy
but depends on the importance
of personal as well as
situational characteristics
(Parker, 1998)
Role Expansion Adaptive
Behaviour that has an
The choice to perform
employee-driven focus, the
extra role tasks
focus here is on adaptive
assuming it as a part
behaviour in response to job
of their job (Kessler &
and organizational
Purcell ,2004)
challenges and opportunities
(Miller & Rosse, 2002).
Expansion is related
to self-efficacy
Doing more of what needs to
(Parker, 1998) as well
be done, changing what
as autonomy and
needs to be changed, or
cognitive ability
actively resisting change, if
(Morgeson
that change would result in
et al., 2005)
diminished organizational
Effectiveness
(Kahn, 1992).
 Measures of Engagement as Trait
Engagement as Trait
Engagement can be regarded as a personality characteristic or tendency to experience state affect over
time.
Positive Affect
Satisfaction or well-being
judgements can be regarded as
a function of pleasant affect
experiences at work (Brief &
Weiss, 2002).
It is associated with the
feelings of enthusiasm &
excitement.
(Huelsman, Furr, & Nemanick, 2003)
Proactive Personality
A tendency to create or
influence the work environment
and it leads to career success.
(Crant, 2000)
Autotelic personality
It encompasses the
Conscientiousness notion of “flow” or
being present”(not
It include both motivated by anything
industriousness and order. beyond itself)
It includes individuals People who engage in
who are ‘‘hard working, activities for their own
ambitious, confident, and sake rather than for
resourceful’’ (Roberts et specific gains or
al., 2005) rewards.
(Nakamura &
Csikszentmihalyi, 2002)
Open to new
challenges, persist in
challenging
tasks, and be ready to
engage, factors that
Framework Model

Behavioural
Engagement
State Engagement Extra-role
Trait-Engagement behaviour
Positive views of life Feelings of energy,
& work absorption
Organizational Citizenship
Satisfaction behaviour (OCB)
Proactive Personality Proactive/ Personal
(Affective)
Autotelic Personality Initiative
Involvement
Trait Positive Affect Role expansion
Commitment Adaptive
Conscientiousness
Empowerment

Trust

Work Attributes
Challenge
Autonomy Transformational Leadership

Elements of Employee Engagement

Engagement as ‘Psychological State’

OLD WINE IN
NEW BOTTLE?
Engagement as ‘Satisfaction’
 Is above & beyond simple satisfaction
 Is about passion & commitment; willingness to invest oneself
& expend one’s effort to help employer succeed
 ‘Satisfaction surveys’ focus on conditions & don’t tap
engagement construct per se

PROPOSITION 1:
Satisfaction as satiation ≠ Engagement &
Satisfaction as PA states = engagement
Engagement as ‘Commitment’
 Wellins & Concelman, 2005: ‘To be engaged, is to be actively
committed, to a cause’
 Measures of commitment :
✓ Are measures of psychological states of commitment
✓ Not of ‘conditions’
PROPOSITION 2:
Organizational commitment is an important facet of state of
engagement
Engagement as ‘Job Involvement’
 Erickson, 2002: ‘Engagement or involvement in the task is
critical to overall state engagement’
 Brown, 1996: Job involvement is antecedent of
organizational commitment
PROPOSITION 3: Job involvement (task engagement & job
commitment) is an important facet of psychological state of
engagement
Engagement as ‘Psychological Empowerment’
 Spreitzer, 1995 Four Dimensional Model Of Empowerment:
meaning, competence, feelings of self-determination &
impact
 Feeling empowered will seem to occupy a portion of ‘state of
engagement’
PROPOSITION 4: Feelings of empowerment (self-efficacy,
control & impact) comprise another facet of state of
engagement
Summing up…
 In both ‘durable’ & ‘transient’ states, engagement is a causal
antecedent of organizationally relevant behavior & outcomes
 As a state:
Has a strong affective tone connoting, high levels of
involvement in work & organization as well as affective
energy & sense of self-presence
Summing up…
Behavior engagement is simultaneously:
✓ OCB
✓ Role expansion
✓ Proactive behavior
✓ Demonstrating personal initiative
✓ In service of organizational objectives
Summing up…Engagement Construct &
Measurement
 A complex nomological network
 Differing from other relevant constructs
 Extended to work & organizational conditions
 Has some cost in the form of a ‘risk’
 Limits on ‘pool of energy’ & ‘resources’
 Difference between ‘conceptualization’ & ‘operationalization’
of construct in literature
 Challenge…having engaged employees as a key to
competitive advantage
Manage dis--engaged work force
 Risks Analysis:Pivotal Talent Pool

 Vacancy Risk: Safeguarding Key Business Capabilities

 Readiness Risk: Leadership Development

 Transition Risk: Loss Of Key Talent

 Portfolio Risk: Commitment to Development & Performance

Standards

 Transition from early approaches to Leading Edge Approaches

Learning Maps-Pepsico
 Cascio Pg 150 -154
How to Improve Employee Engagement
 Ability of the boss to carry along the team members and
assign them work based on what the do best. Develop trust
 Give the team members opportunities to choose among
“things to do”
 Decision criteria must be consistent across al levels in the
company
 Decisions to be made based on the same set of values across
the organization
 Improve financial performance through strong ethical
decision making performance - “The Ethical Advantage”
How to Improve Employee Engagement
 Differentiate the disengaged from the engaged employees -
“facades of conformity”
 Aligning the personal values with the values of the
organization – organization culture change
 Managers should “Walk their talk”
 HR has to take a lead role as the catalyst for change
 Offer rewards recognizing the effort of the employees to
improve their commitment
 Lessons learned in training must be used in work settings -
“transfer of training”
Reading reference……..

“Gallup Q12”
(Results of this survey are based on nationally representative samples of about
1,000 employed adults aged 18 and older. Interviews were conducted by
telephone October 2000-May 2005 by The Gallup Organization. For results
based on samples of this size, one can say with 95% confidence that the error
attributable to sampling and other random effects could be plus or minus three
percentage points. For findings based on subgroups, the sampling error would
be greater.) Source: Gallup Management Online Journal
 GALLUP STUDY-12 Questionsb
1. What is expected of me
2. Material and equipment needed to do the work
3. Is there opportunity to do what I do best every day
4. Recognition & praise
5. Does my supervisor care about me as a person
6. Someone at work encourages the development
7. Do my opinion count
8. Does the mission of the company make the work feel important
9. Are coworkers committed to quality work
10. Best friend at work
11. During last 6 months has anybody talked about the progress
12. Opportunities to learn and grow
GALLUP STUDY- SAMPLE RESPONSE
INTERACTIONS WITH THEIR COWORKERS

 86% of engaged employees said their interactions with coworkers were always
positive or mostly positive.
 72% of not-engaged workers characterized these interactions as always or
mostly positive, compared to just 45% of actively disengaged workers.
 These findings indicate that a positive relationship with the supervisor has an
important effect on engagement.

Source: Gallup Management Online Journal

GALLUP STUDY- SAMPLE RESPONSE
Respondents were also asked how often they feel frustrated
at work
 Almost 4 in 10 engaged employees (39%) indicated that they rarely or never
feel frustrated at work
 In contrast, 6 in 10 actively disengaged workers and 26% of not-engaged
employees said they very often feel frustrated
 These responses suggest that while engaged workers do feel challenged at work,
they view these challenges in a much more positive light than do less engaged
workers.
GALLUP STUDY STATISTICS
 The results of the GALLUP Employee Engagement Index
survey show a strong relationship between worker happiness
and workplace engagement.
 Happy and engaged employees are much more likely to have
a positive relationship with their boss, are better equipped to
handle new challenges and changes
 Feel they are more valued by their employers, handle stress
more effectively, and are much more satisfied with their lives.
GALLUP STUDY STATISTICS
 The results of the GALLUP Employee Engagement Index
survey show a strong relationship between worker happiness
and workplace engagement.
 Happy and engaged employees are much more likely to have
a positive relationship with their boss, are better equipped to
handle new challenges and changes
 Feel they are more valued by their employers, handle stress
more effectively, and are much more satisfied with their lives.
SPEAK TRUTH TO POWER
 Behaviors of the leaders of the organization drives the rest of
the culture
 Yet taking on the leaders of the company is a hard task
 HR executives must be prepared to speak truth to power.
They should take every opportunity to make their leaders
aware of the costs and causes of poor management
Schaufeli Work engagement

 Dedication
 Absorption
 Vigour
Schaufeli et al
 When I get up in the morning, I feel like going to work
 At my work, I feel bursting with energy.
 At my work I always persevere, even when things do not go well.
 I can continue working for very long periods at a time.
 At my job, I am resilient, mentally.
 At my job, I feel strong and vigorous.
 To me, my job is challenging
 My job inspires me
 I am proud on the work that I do.
 I find the work that I do full of meaning and purpose.
 When I am working, I forget everything else around me.
 Time flies when I am working.
 I get carried away when I am working.
 It is difficult to detach myself from my job.
 I am immersed in my work
1. I feel happy when I am working intensely. EE
 Saks MODEL (2006)
Job engagement
I really “throw” myself into my job.
Sometimes I am so into my job that I lose track of time.
This job is all consuming; I am totally into it.
My mind often wanders and I think of other things when doing my job (R).
I am highly engaged in this job.
Organization engagement
Being a member of this organization is very captivating.
One of the most exciting things for me is getting involved with things
happening in this organization.
I am really not into the “goings-on” in this organization (R).
Being a member of this organization make me come “alive.”
Being a member of this organization is exhilarating for me.
I am highly engaged in this organization.
Procd.
Just. PO
FIT

PSS
JE Job Inv. Job
Sat.

Dist.
Just.

Rel
Cntrct. Org. Stellar Lower
EE+OE) Commit Emp. Intentio
Perf. n to
Transactio quit.
nal Cntrct
Low
contrac
t
breach
Ext.
Rewds. Organizational Org.
engagement. Cit.
Beh.

Job
Charac.
POS.
Application of concept to film review: Goal

Employee engagement-Personal anchor

Peer Anchor
Organizational engagement
Perceived Supervisor support
Breach of psychological contract
Procedural Injustice
Peer support
Peer mentoring
High Employee engagement
Low Intention to quit
Team effort
Stellar Performance
Sense of complete sportsman-complete employee-Samurai
Thank you
Simulation: Judgment in a Crisis
• In this single-player simulation, students must respond to a high-stakes
product crisis.
• Matterhorn Health has launched the GlucoGauge blood glucose monitor
with high expectations, but customers are reporting accuracy problems
with the device.
• Acting as product managers, students receive a rapid series of emails,
video messages, and voicemails about the problem.
• They must quickly process this information, assess the situation, and make
recommendations about how to respond.
• Created by Michael A. Roberto, the co-author of Leadership and Team
Simulation: Everest, this simulation explores cognitive bias and decision-
making during a crisis.
Student preparation & Simulation Experience
• — Students learn how to play the simulation by viewing the "How to Play"
video and downloadable guide. Next they view an introductory video with
key information about Matterhorn Health, blood glucose monitoring, the
development of the GlucoGauge device, and the unfolding situation
• As with many product quality crises, this situation unfolds over time, with
imperfect information, and the resolution does not come quickly.
• At the end of the simulation, with the crisis still unresolved, students are
asked to prepare remarks for a press conference during which the
Matterhorn Health CEO plans to address the media.
• If desired, instructors can begin the debrief with a student role play of this
press conference
• COMMUNICATIONS — Inbound messages arrive in rapid succession,
conveying the urgency of the product crisis. Students must evaluate all the
incoming information and make the best recommendations they can about
how Matterhorn Health should proceed.
• INSTANT MESSAGES — Once students have received all of the relevant
information about a particular topic, they will be prompted for a decision
by senior managers in the Chat window. Students can minimize the
window if they need more time, or respond "yes" if they are ready to make
a decision.
• MAKING DECISIONS — On the Decision screen, students will be asked to
make an assessment or recommendation. Players can review information
from previous communications, if desired, using the applications on the
left. The simulation includes multiple decision-making “rounds”.
CONCLUSION
• —As with many product quality crises, this situation unfolds over
time, with imperfect information, and the resolution does not come
quickly. At the end of the simulation, with the crisis still unresolved,
students are asked to prepare remarks for a press conference during
which the Matterhorn Health CEO plans to address the media. If
desired, instructors can begin the debrief with a student role play of
this press conference
• Students may prepare their response and email to instructor during
the class
Question 1
1. What key decisions did you make? How did you make those
choices?
Questions 2 &3
2. What aspects of the situation did you find most challenging?

3.How did you cope with the high level of ambiguity and imperfect
information?
Question 4
4. Did you save jobs or did you prevent layoffs??
Unconscious Bias
https://www.youtube.com/watch?v=NW5s_-Nl3JE
• COGNITIVE BIAS — The simulation has been designed to generate
data about 4 cognitive biases:
1. Confirmation Bias
2. Sunk-cost Bias
3. Anchoring Bias
4. Framing Bias
 Daniel Kahnman-
https://www.youtube.com/watch?v=Kpev-Lb0EAg
Confirmatory bias
• The tendency to search for, interpret, focus on and remember
information in a way that confirms one's preconceptions.
Confirmatory bias
• Confirmation bias is the tendency of people to favor information that
confirms their existing beliefs or hypotheses.
• Confirmation bias happens when a person gives more weight to
evidence that confirms their beliefs and undervalues evidence that
could disprove it.
• People display this bias when they gather or recall information
selectively, or when they interpret it in a biased way.
• The effect is stronger for emotionally charged issues and for deeply
entrenched beliefs.
Confirmatory bias
• If you were to search “Are cats better than dogs?” in Google, all you
will get are sites listing the reasons why cats are better. However, if
you were to search “Are dogs better than cats?” google will only
provide you with sites that believe dogs are better than cats. This
shows that phrasing questions in a one-sided way (i.e. affirmative
manner) will assist you in obtaining evidence consistent with your
hypothesis.
• See this
• https://www.youtube.com/watch?v=B_YkdMwEO5U
What Is a Sunk Cost?

• A sunk cost refers to money that has already been spent and which
cannot be recovered. ‘
• In business, the axiom that one has to "spend money to make
money" is reflected in the phenomenon of the sunk cost.
• A sunk cost differs from future costs that a business may face, such
as decisions about inventory purchase costs or product pricing.
• Sunk costs are excluded from future business decisions because the
cost will remain the same regardless of the outcome of a decision.
Sunk cost Bias : Throwing good money after bad
money

KEY TAKEAWAYS
• Sunk costs are those which have already been incurred and
which are unrecoverable.
• In business, sunk costs are typically not included in
consideration when making future decisions, as they are seen as
irrelevant to current and future budgetary concerns.
• Sunk costs are in contrast to relevant costs, which are future
costs that have yet to be incurred.
Good Examples:
https://www.youtube.com/watch?v=vpnxd31y0Fo
• Continuing to climb Mount Everest despite poor health, bad conditions
• Going to the ATM to get more money for the blackjack table at the casino
• Playing the highly paid free agent in baseball ahead of a much better
performing young player who sits on the bench or is in the minors
• Investing additional funds in a flawed IT project that is far behind
schedule, over budget
• Plowing more money into turning around a failed acquisition rather than
divesting
Example of Sunk Costs

• Assume that XYZ Clothing makes baseball gloves. It pays $5,000 a month
for its factory lease, and the machinery has been purchased outright for
$25,000. The company produces a basic model of glove that costs $50 and
sells for $70. The manufacturer can sell the basic model and earn
$20 profit per unit. Alternatively, it can continue the production process by
adding $15 in costs and sell a premium model glove for $90.
• To make this decision, the firm compares the $15 additional cost with the
$20 added revenue and decides to make the premium glove in order to
earn $5 more in profit. The cost of the factory lease and machinery are
both sunk costs and are not part of the decision-making process.
• If a sunk cost can be eliminated at some point, it becomes a relevant cost
and should be a part of business decisions about future events.
What is the Anchoring Effect?

The anchoring effect is a cognitive bias that describes the

common human tendency to rely too heavily on the first
piece of information offered (the “anchor”) when making
decisions.
Anchoring Bias : Story
• My husband and I were car shopping and found a used BMW that
looked pristine and had only 10,000 miles on it.
• The price was shockingly low, only $2,000. We had to have it.
• Driving home, we smiled from ear to ear about our shiny used car,
unknowing it would fall apart within 18 months.
• We had focused so much on the price and vehicle make, that we did
not consider the possible issues (such as rusted parts in old, unused
cars).
• This is anchoring bias at work.
Definition: Anchoring (or focalism) bias refers to
the tendency to rely on a single piece of
information or aspect of an event (the “anchor”)
to inform decision making.
Anchoring Bias
• The anchoring effect is considered a “bias” because it distorts our judgment, especially
when the bargaining zone is unclear. This knowledge of the anchoring bias in negotiation
can help us make and respond to first offers more effectively.
• Especially in negotiations around price, the party who makes the first offer often gets the
lion’s share of the value. That can be due to the anchoring effect, or the tendency for the
first offer to “anchor” the bargaining that follows in its direction, even if the offer
recipient thinks the offer is out of line.
• However, the anchoring effect can be more or less helpful, depending upon how it is
used. For example, negotiation researchers have found that precise numerical first
offers are more effective than rounder offers. For example, a house with a list price of
$255,500 is likely to attract higher bids than houses with list prices of $256,000 or
$255,000.
• Another potential pitfall is presenting an overly aggressive offer, which risks derailing
negotiations if it causes the other side to question your credibility or to wonder whether
a negotiated agreement is even possible.
Judgment Heuristics

• Anchoring is a judgment heuristic. Anchoring and other judgment

heuristics, such as framing and priming, are helpful in expediting
everyday decisions, particularly in the absence of information,
resources, or time. They tend to be automatic for most people and
can sometimes lead to erroneous estimates or judgment calls.
• There are some people who benefit greatly from anchoring; for
example, domain experts with deep experience directly related to the
decision or judgment at hand. Because they are so familiar with the
situation, their early responses are likely to be correct.
Past Studies about Anchoring

• Researchers have conducted many studies about anchoring. For fun,

let’s pretend we’re subjects in the most notorious study.
• Take ONLY FIVE SECONDS to calculate the following mathematical
expression (no calculators!). Then write down your answer.
• 1x2x3x4x5x6x7x8
 • t’s said that you never get a second chance to make a great first
impression.
• A weak handshake or a gruff demeanor can color how we see someone for
a very long time.
• Similarly, make an unambitious or poorly worded first offer, and you’re
much less likely to reach your goals.
• Why are first offers so influential in negotiation? In their groundbreaking
research from the 1970s, psychologists Daniel Kahneman and Amos
Tversky showed that when we’re asked to make a judgment in the face of
uncertainty, we are easily swayed by the first figure that’s introduced into
the conversation, however irrelevant, outrageous, or insulting it may
seem. The first number serves as an “anchor” that’s almost impossible to
forget. Not surprisingly, then, that negotiation research consistently shows
that the person who makes the first offer typically comes out ahead, price-
wise.

https://www.pon.harvard.edu/daily/negotiation-skills-daily/anchoring-for-maximum-effect-nb/
Solution
• Did you write a number between 100 and 900? Most people do.
• In 1974, the psychologists Amos Tversky and Daniel Kahneman asked each
of their study participants to calculate one of two different mathematical
expressions:
• 1x2x3x4x5x6x7x8
• or
• 8x7x6x5x4x3x2x1
• Because participants were given only 5 seconds to solve the problem, they
estimated the answer as opposed to actually performing the
multiplication. The solution to both problems is the same number:
40,320.
Using a Phantom Anchor to be manage -Loss
of trust
• Drawing different conclusions from the same information, depending
on how that information is presented.
• Precision is just one factor to consider when crafting your first offer.
Another is whether to frame it in terms of a so-called phantom
anchor—a figure that is not actually being offered. Here’s an example
from a car seller: “I was going to ask $8,000 for the car, but I can let
you have it for $6,500.” In this example, $8,000 is a phantom anchor.
It’s not an actual offer but may carry the weight of one.
Framing Bias
• Tendency to react to a particular choice based on how it is presented.

• In one specific example of framing bias, we find that people make

different choices depending on whether a situation is characterized as
a gain or a loss

• People tend to become more risk-seeking when a situation is framed

as a loss, and more risk-averse when a situation is framed as a gain
Framing Bias
• Amos Tversky and Daniel Kahneman explored how different phrasing
affected participants' responses to a choice in a hypothetical life and death
situation in 1981.[2]
• Participants were asked to choose between two treatments for 600 people
affected by a deadly disease.
• Treatment A was predicted to result in 400 deaths, whereas treatment B
had a 33% chance that no one would die but a 66% chance that everyone
would die.
• This choice was then presented to participants either with
• positive framing, i.e. how many people would live, or
• with
• negative framing, i.e. how many people would die.
 Framing Treatment A Treatment B
"A 33% chance of saving all
Positive "Saves 200 lives" 600 people, 66% possibility of
saving no one."
"A 33% chance that no people
Negative "400 people will die" will die, 66% probability that
all 600 will die."

Treatment A was chosen by 72% of participants when it was

presented with positive framing ("saves 200 lives") dropping to 22%
when the same choice was presented with negative framing ("400
people will die").
This effect has been shown in other contexts:

• 93% of PhD students registered early when a penalty fee for late registration was
emphasized, with only 67% doing so when this was presented as a discount for
earlier registration.[6]
• 62% of people disagreed with allowing "public condemnation of democracy", but
only 46% of people agreed that it was right to "forbid public condemnation of
democracy".[7]
• More people will support an economic policy if the employment rate is
emphasised than when the associated unemployment rates is highlighted.[5]
• It has been argued that pretrial detention may increase a defendant's willingness
to accept a plea bargain, since imprisonment, rather than freedom, will be his
baseline, and pleading guilty will be viewed as an event that will cause his earlier
release rather than as an event that will put him in prison.[8]
• Younger adults are more likely than older adults to be enticed by risk-
taking when presented with loss frame trials.[10]
• In multiple studies of graduate students, researchers have found that
students are more likely to prefer options framed positively.[24] For
example, they are more likely to enjoy meat labeled 75% lean meat as
opposed to 25% fat.

• Young adults are especially susceptible to framing effects when

presented with an ill-defined problem in which there is no correct
answer and individuals must arbitrarily determine what information
they consider relevant.[24] For example, undergraduate students are
more willing to purchase an item such as a movie ticket after losing
an amount equivalent to the item's cost than after losing the item
itself.[24]
Counteracting these Biases
• Begins with awareness – do you understand and can your recognize
these biases in you and others?
• Do you have an outside, unbiased adviser to serve as a sounding
board during a critical decision-making process, someone without
vested interests in this situation?
• Helps also to build an effective team around you, one in which candid
dialogue and debate takes place with regard to significant decisions
• Techniques such as devil’s advocacy and dialectical inquiry can help
stimulate constructive debate and protect against cognitive biases
Google
Legal Battles And Changing Work Experience
Dr. Parul Gupta-Prof. Jyotsna Bhatnagar
MDI Gurgaon
Richard Ivey School Publishing, HBSP
Google LLC is an American Multinational
technology company

Specializes in internet-related services and

products:
• Online advertising technologies,
• A search engine,
• Cloud computing,
• Software, and hardware

Total employees ~1,40,000

Case Summary
• Change in workplace experience- from
welcoming dissent and feedback to –
restriction of voice
• Several top executives paid millions of dollars
in severance pay after being named in sexual
harassment and misconduct cases (upto $90
millions)
• AI ethics controversy-project maven-a
pentagon program (April 2018)
• Differentiates between objects and human beings
• Breach of company’s “no harm rule”
Case Summary
• Project dragonfly-a censored search engine for
Chinese market
• Support of amnesty international
• Firing of employees-for speaking up against
company’s alleged unfair practises
• Doing protected activities
• Reallocation of roles, projects
• Of late (early 2020) google employees concede
rather than confront unfair workplace practises
• Feared retaliation
Actions taken by Google
• CEO acknowledges the issue regarding inadequate
handling of allegations of sexual misconduct and
sends an email to all employees
• Company maintains-multiple channels of reporting
provided to employees
• CEO announces the withdrawal of Google from
Project Maven
• Project Dragonfly abandoned in July 2019
• For AI Ethics, Google created - Advanced
Technology External Advisory Council (ATEAC), an
external advisory board
 Q1

EMPLOYEE VOICE VS SILENCE, WHICH IS

MORE RELEVANT FOR TALENT RETENTION AT
GOOGLE? HOW AND WHY?
Silence V/S Retention

Silence is
dangerous

Demotivating &
Leads to
Churning
Poor
Retention
Culture
• System in place to voice concern
• Voice is not only heard, given importance
• Time Bound Action

Vocal Blog Kelly Wong

 q1. Employee Voice versus Silence, which is
more relevant for talent retention at Google? CASE FACTS:
1. Employees voice concerns.
How and Why? 2. Technology employees walk
out to express employee
voice against the various
sexual misconduct issues
CASE FACTS: happening at Google.
3. There is turmoil over the
Kathryn Spiers, a security severance package given to
engineer at Google was fired for Andy Rubin.
upgrading an internal chrome 4. Laurence Berland, an
browser so that each time Voice engineer who served Google
Google employees visited the Exit: for more than a decade,
website of IRI Consultants (a Protest and raise concerns,
Leave the organization, get write letters and voice
received an e-mail from his
Michigan firm that Google employer stating, “Following
employed) they would see a
transferred, or get fired, concerns using social
indicating a declining trend a thorough investigation, the
pop-up that read: “Googlers media. Indicates a declining company has found that you
have the right to participate in in the organization. trend in the organization. committed several acts in
protected concerted activity.” violation of Google’s
policies.” Surprisingly, the e-
Open letters of expression were mail did not elaborate on
issued about Project Maven and what he had done.
Project Dragonfly. 5. Employees opined that when
the stakes were high,
Google’s top executives shut
down employee debates,
Loyalty even on important issues,
Wait and watch for the such as sexual harassment
Neglect situation to improve, and and ethics controversies.
Withdraw from the maintain silence.
CASE FACTS:
organization, which may Interplay of loyalty may
lead to increased CASE FACTS:
Google not only kept silent about happen regarding whether
the allegations of sexual absenteeism. to exit or voice concerns— In January 2020, Ross
harassment and misconduct look at the cost benefit LaJeunesse, the former head of
against several top executives analysis for the person. international relations at Google
but also paid two of them and at the time a Democratic
millions of dollars as a candidate for the U.S. Senate in
severance package, while some Maine, said he was forced to
of them remained employed for leave the company after reporting
some time. discriminatory practices, and his
work to combat censorship was at
odds with Google’s desire to
expand into a growing market in
China.

Source:
Type of Voice
Promotive Voice and Prohibitive Voice

Promotive voice is underpinned by prosocial motivation and is future oriented, suggesting organizational
improvements. Employees exercising promotive voice are more likely to be in line with employer interests.
Employees might consider promotive voice safer and more effective than prohibitive voice.

In contrast, prohibitive voice, although motivated by prosocial motives, focuses on resolving past
dissatisfaction for future benefit (as addressed in Industrial Relations literature), whereas those exercising
prohibitive voice are often seen as provocative and complaining (Klaas et al., 20121
1
Klaas, B. S., Olson-Buchanan, J. S. and Ward, A. K.,“The determinants of alternate forms of workplace voice: An integrative
perspective,”Journal of Management38, no. 1 (2012): 314–345.
Promotive Voice: Case Facts
• Project Maven and Project Dragonfly and open letters of expression.
• Employees raised concerns over honest efforts to bring a real change in the way
that sexual harassment and ethical issues were being handled by the company.
• Thousands of Googlers from Tokyo to California demonstrated against the
workplace issues at Google. The protest was billed “Walkout for Real Change.”
• The demonstrators held posters that read, “I reported and he got promoted,”
“Worker’s Rights are Women’s Rights,” and “Time’s Up, Tech.” Frustrated with the
ongoing moral crisis and overall workplace culture at Google, an employee said,
“We demand an end to the sexual harassment, discrimination, and the systemic
racism that fuel this destructive culture.”
“Google staff walk out over sexual harassment, inequality and racism claims,”
ITV News, November 1, 2018, accessed May 31,
2020,www.itv.com/news/2018-11-01/google-walkout/.
Mark Hicks, “The Long History Behind Google Walkout,” The Verge, November
9, 2018, accessed May 30,
2020,www.theverge.com/2018/11/9/18078664/google-walkout-history-tech-
strikes-labor-organizing.
Alexia Fernández Campbell, “Why thousands of Google employees are
protesting across the world,” Vox, November 1, 2018, accessed May 29,
 Prohibitive Voice: Case Facts
• “I was fired last week by Google for organizing. All I did was make a pop-up to share
the labour notice Google has to share with its workers.3 hours later mgmt. came to my
desk, took my phone/laptop, escorted me away. I never got to say goodbye.”
• Google stated that, “We dismissed an employee who abused privileged access to
modify an internal security tool,” adding that it was a “serious violation.” This is clear
from the case fact below:
• Meredith Whittaker, Google Open Research head, and Claire Stapleton, a marketing
employee of YouTube, claimed that their job roles at Google were dramatically
changed following the employee protest. Whittaker was removed from the AI ethics
council, while Stapleton was told that she would be demoted; however, the decision
was reversed “at least on paper” after she hired a lawyer. Whittaker tweeted,
“Google’s retaliation isn’t about me, or @clairewaves. It’s about silencing dissent and
making us afraid to speak honestly about tech and power. NOT OK. Now more than
ever, it’s time to speak up.”
Jennifer Elias, op. cit. [7]
April Glaser, “Security engineer says Google fired her for trying to notify co-
workers of right to organize,” NBC News, December 17, 2019, accessed May 31,
2020,www.nbcnews.com/news/all/security-engineer-says-google-fired-her-trying-
notify-co-workers-n1103031.
Colin Lecher, “Two Google employees say management is punishing them for
organizing walkout,” The Verge, April 23, 2019, accessed May 25,
2020,www.theverge.com/2019/4/23/18512413/google-employees-walkout-
Solution:

Both promotive and prohibitive voice have been used at Google. It is situational and
promotive voice that turns into prohibitive voice.
Culture
• Engagement & Commitment
• Respect and shared values
• Ideas and suggestion by employees
• Measure engagement effectiveness
• Close the loop

Employees Engagement and Commitment SHRM

Candid Confession
• Talent doing low end jobs
• Discrimination – Gender and Racial
• Risk Averse Middle Management
• Lack of Innovation
• May Understand ENGINEERING Not Design

Google Speaks (Blog)

 Q2

HOW IS GOOGLE’S WORK EXPERIENCE

TRANFORMING ITSELF?

IS GOOGLINESS STILL RELEVANT AND IS

THERE A PSYCHOLOGICAL SAFETY ISSUE AT
GOOGLE?
Google Then-15 Years Ago
https://www.youtube.com/watch?v=PA54HWLZ2e4 .
“Google Then: Video Clip—15 years ago,”, Thankyou added the details of
accessing the same.
I have added it again, Based on earlier review , we had deleted
it from here, as it was getting too lengthy. Thanks would want it
to be here.

• Google in 2015

• “Work experience at Google 2015—Birth of Alphabet,”

YouTube video, 10:15,
• www.BloombergQuickTake,Nov 11, 2015, accessed June
27th, 2020.
• youtube.com/watch?v=ziUGffMFlfw.
Breach Of Psychological Contract-How and Why? Pinch 1: Google kept silent about the allegations of
Sharing information and sexual harassment and misconduct against several
top executives and paid two of them millions of
negotiating expectations dollars as a severance package; some of them even
remained employed for quite some time.
Voice and renegotiation

Role clarity and

Pinch 2: The dissenters contended that Google’s
commitment participation in Project Maven was clearly a breach of
the company’s “do no harm” rule. With Google’s
machine vision algorithms being used in military
operations to precisely target drone strikes, the letter
Avoid and be silent stated, “We believe that Google should not be in the
business of war.” “Google employees are in open
revolt over AI, harassment, and transparency. How did
Stability we get here?”
Voice and resentful termination

Pinch 3: In February 2020, Google was in the news

again for alleged retaliatory actions against two of its
executives for working on a mass employee walkout in
Crunch November 2018. Meredith Whittaker, Google Open
Pinch Research head, and Claire Stapleton, a marketing
employee of YouTube, claimed that their job roles at
Google were dramatically changed following the
employee protest. Whittaker was removed from the AI
ethics council, while Stapleton was told that she would
be demoted; however, the decision was reversed “at
least on paper” after she hired a lawyer. Whittaker
tweeted, “Google’s retaliation isn’t about me, or
@clairewaves. It’s about silencing dissent and making us
afraid to speak honestly about tech and power. NOT OK.
Now more than ever, it’s time to speak up.”
These four pinch
points occur at the
time that a breach
occurs, leading to a
talent storm—the Pinch 4: Leading to Crunch: Another case fact is Kathryn
Spiers, a security engineer at Google, who was fired for
technology walkout—
Disruption of shared upgrading an internal chrome browser so that each time a
which was the crunch Google employee visited the website of IRI Consultants (a
expectations Michigan company that Google employed), they would see a
point for Google.
pop-up that read: “Googlers have the right to participate in
protected concerted activity.”
Transformation of Work Exp
• Google perceived ultimate workplace:
Above avg compensation package, and playful offices,
highly desirable perks etc
• Recent events paint different picture:
Despite privileges, employees harbour dissatisfaction
& resentment -allegations of sexual harassment,
walkout episodes have generated negative publicity
• Googlers feel under-utilised:
Thousands of equally smart people ahead in queue -
lack of transparency & golden parachutes to
undeserving - New HR Policy on handling complaints

https://www.washingtonpost.com/technology/2019/08/23/google-
says-only-talk-about-work-workand-definitely-no-politics/
Relevance of Googliness
Means-
• Doing the right thing
• Striving for excellence
• Keeping an eye on goals
• Being proactive -going the extra mile
• Doing something nice for others, with no strings
attached
• Being friendly and approachable -valuing users and
colleagues
• Rewarding great performance -being humble and
letting go of the ego
• Being transparent, honest and fair-having a sense of
humour

https://www.thinkwithgoogle.com/future-of-marketing/emerging-
technology/missions-that-matter/
Psychological Safety Issues
• Transformation of TGIF
• Tightening of internal social networks
• Policies wrt sexual & supportive of workers not
implemented
• Cracking down on speech

https://www.vox.com/2018/11/1/18051884/google-employee-
walkouts-explained
 Q3

LEGAL PERSPECTIVE ON EMPLOYEES’

RIGHTS AGAINST RETALIATION AT
WORKPLACE
To get Started
1.Retaliation?
2.Rights of employees
3.The US perspective
4.Indian perspective
5.Action
Retaliation
Retaliation is action by the employer against
assertion of employee’s rights,

or

Unlawful discrimination that an employer takes

,an adverse action against an employee when
engaged in a protected activity

www.cci.gov.in
www.osha.govt
Rights of Employees (EEOC)
1. Not to be harassed discriminated
2. Equal pay for equal work
3. Reasonable accommodations
4. Confidentiality of medical information
5. Report discrimination

www.eeoc.gov
Protected Activity
• Participating in legally protected activity
• Participating in unemployment investigation as a witness
• Reporting discrimination or harassment
• Refusing to follow illegal or discriminatory orders
• Requesting accommodations for a disability or religious
practice
• Asking info about compensation discrimination
• Refusing sexual advances
• Reporting safety and health violation
• Acting as a whistleblower against corporate
wrongdoings
Hrw.org/report2020
The US Perspective
Retaliation is recognised as an offence

The US Equal Employment Opportunities Commission

(EEOC) provides employees rights against retaliation.
Taken up by investigation unit RCI -
- Termination, suspension, transfer,
- Demotion, reduction in pay,
- Disciplinary actions or threats, or
- Unfair immigration

www.eeoc.gov
www.2.deloitte.com
The US Perspective
Retaliation statutes require victims to file complaints
within 30-180 days

Related laws:
New York Law 215 and New York Law 741 protects
from retaliation for reporting suspected illegal
activity that pose a substantial specific danger.
Labour Code Section 230A To 234, Dept of
Industrial Relations California provides protection
against retaliation
www.eeoc.gov
www.2.deloitte.com
 The Indian Perspective
Retaliation disguised as discrimination or victimization

• The article 14,19,21 of The Constitution of India

basic tenet

• Legal relationship is governed by Indian Contract

Act of 1872

• Whistleblower Protection Act 2011

• Safeguards whistleblowers that have exposed
irregularity or corruption related to govt
• Excludes corporate whistle blowing
www.myadvo.in
www.nishitdesai.com
 The Indian Perspective
Retaliation disguised as discrimination or victimization
• Company Act 2013
• Section 177 of Companies Act 2013 require companies to
establish “whistleblower policy“
• Whistleblower policies adopted , as extension of their global
policies
• Report unethical behaviour, fraud or violation of company's code
of conduct or ethics policy

• Caro 2020, audit to cover whistleblower complaints

www.mca.gov.in
What you can do

• Read your employment contract -

confidentiality clauses, arbitration clauses
• Document disclosure and concerns,
• Record performance reviews, conversation,
• Seek Arbitration
• File lawsuit

www.cci.gov.in
www.eeoc.gov
 Q4

POINTS FOR EMPLOYER’S CONSIDERATION

FOR “WOMEN’S SAFETY AT WORKPLACE
POLICY”- FORMULATION AND RETENTION
Policy: Women Safety At Workplace

According to SC , Sexual Harassment to include

“any one or more of the following unwelcome
acts or behaviours (whether directly or
implication) namely,
• Physical contact and advance or
• A demand or request for sexual favour or
• Making sexual coloured remarks or
• Showing pornography or
• Any other welcome physical verbal or non-verbal
conduct of sexual nature.

India Spend by Anoo Bhuyan and Shreya Khaitan

Wikipedia
Policy: Women Safety At Workplace

• Subsequently, Parliament passed an Act In

2013 for “The sexual Harassment of Women at
workplace (Prevention, Prohibition and
Rederessal)”
• Under this Act, it is the employers
responsibility to protect the Rights of Women
employee and develop intolerance against
harassment

Pr/media Manager at Stephan Danz and Assicuation – Frank Feldman

Integrated school of Management Excellence, Bangalore
Policy: Women Safety At Workplace

Employer’s Responsibilities

• Create a Strong Internal Complaint Committee (ICC)

• GoI Act mandates that each workplace set up an ICC to
look into the matter of Sexual Harassment at
workplace
• ICC to thoroughly investigate and recommends
decisive actions

Safeopedia.com
peoplemattersglobal.com
Policy: Women Safety At Workplace

• The Legal requirement – Any workplace with

more than 10 employees need to implement
Act

• Complaints – To be made in writing and within

3 months from date of the incident of sexual
harassment
Policy: Women Safety At Workplace

An Anti-Sexual Harassment Policy should clearly

explain following:

• Definition of Sexual Harassment

• How HR and workers should respond to incidents
of Sexual Harassment
• How a woman employee can file a complaint when
sexual harassment occurs
• Company procedure for handling sexual
harassment complaint
Policy: Women Safety At Workplace

• Policy to be passed on to all employees in

writing
• Training program for employee to spread
awareness on the subject
• People in Leadership role to encourage
subordinates to call out improper behavior or
report workplace sexual harassment by using
complaint procedure
• Separate training program to be organized for
supervisors or managers to help them to
identify the sign of sexual harassment
Policy: Women Safety At Workplace

Environmental Aspects of Security

• Emergency contact numbers be displayed and made available to all women

employee
• One designated company official be nominated round the clock to be
contacted by women in case of emergency
• Basic Amenities such as separate and secure restroom in close proximity to
their workplace
• Well-equipped medical facilities that suit female workplace
• Maintain a record of all people visiting the office premise/factory etc
• Provision of company transport for female employee working in night shift
Policy: Women Safety At Workplace

• For hired transport thorough background checks on each driver

• Collect valid photo ID from security guards, drivers, janitors and
casual staffs
• Install CCTV cameras at important locations like common passage,
entry/exit point. It is to be operational
• A colleague or security guard to accompany the cab driver if a
woman employee working in the night shift is “First to be picked or
Last to be dropped”
• Movement of vehicle to be monitored
• Train women on how to protect themselves
 “ Hunter will always be glorified till the time
the lion does not learn to write his story..

……..It’s Time
 5.. What could be the reason behind the changes to Google’s employee work
experience?
• Google has grown from an entrepreneurial venture to a major success. It has
consistently been ranked the best place to work . What could be the reason
behind this culture change?
•
• Kurt Wagner, “Facebook, Google Drop Out of Top 10 ‘Best Places to Work’ List “
December 11, 2019,https://www.bloomberg.com/news/articles/2019-12-11/big-
tech-companies-slide-in-annual-best-places-to-work-survey, accessed, May 27th,
2020.
•
 Greiner’s growth model (1997)
We may get answers fromGreiner’s growth model (1997) Mulder
described this model as an organizational growth model for
enterprises, which comes in five stages. Growth toward the next
stage is always accompanied by resistance, referred to as growing
pains. This model is usually found in strategic management
literature. These phases are from the reading of Mulder. Larry . E.
Greiner,“Evolution and Revolution as Organizations Grow: A
company’s past has clues for management that are critical to
future success,”Family Business Review 10, no. 4 (1997):
397–409.
Debate : Where is Google ? On the Grieners’
Curve
 Growth Type versus Crisis Type (Growing Pains)

Phase 1: Growth through Creativity

In this pioneering phase of the Greiner growth model, the organization is usually small and informal, and employees are loyal. The organizational structure is flat, and the entrepreneur is externally oriented, investing in new clients.

Leadership Crisis: Informal communication starts to fail and the enterprise becomes too big for the leader to remain involved in internal control and coordination; hence, the crisis arises.

Phase 2: Growth through Direction

In this phase, as per Greiner, functional managers and middle management are created in an organization to control the process of decision making. Rules, regulations, processes, and systems are regularized, formalized, and
standardized in this phase. Central coordination remains in the hands of the entrepreneur owner.

Autonomy Crisis: Decision making at the owner level may become difficult, and middle managers may also want some freedom to make decisions.

Phase 3: Growth through Delegation

This is the phase of decentralization where the entrepreneur delegates important activities to middle managers. The divisional structure may emerge, where operational tasks are all at the middle management level, and the
entrepreneur owner works at the strategic level.

Control Crisis: The more power divisional managers have the more issues of power and control may arise in this phase of the organization’s growth.

Phase 4: Growth through Coordination:

More emphasis is placed structurally between various units and headquarters; units may face issues of control and power tussles.

Crisis of Red Tape: The rules of the organization make the enterprise inflexible, and red tape and bureaucracy arise. Employees go by the rule book and freedom of action and empowerment suffers.

Phase 5: Growth through Collaboration:

In the co-operation phase, line and staff co-operation is desired but leads to the breakup of hierarchical coordination. There is little formalization and standardization. This is also known as the transformation stage of the
organization.

Growth Crisis: Employee contact is via consultation groups, supervision and control decline sharply, leading to chaotic circumstances.

Phase 6: Growth through Alliances

Organizations require good alliances and outside contacts to grow through merger and alliances.

Identity Crisis: Because the enterprise may be dealing with a merger, it may experience issues of its own identity as a core business, leading to an identity crisis.
 Greiner’s growth model (1997)
Mapped to Case facts
• Point case fact 1: The talent at Google that had organized these walkouts demanded that Google Alphabet Inc.
add worker representatives to its board of directors and internally release pay equity facts. But employees have
said they expect Alphabet to have recruiting and retention problems if the problems are not adequately
addressed.”
Point case fact 2: However, Google seems to have clamped down in recent years. In a November 2018 TGIF
meeting, employees were told to restrict queries to “product and business strategy.”

Google progressively lowered available options and opportunities to employees to question the actions of bosses and
have political debates. Further, an outside consultant was hired to prevent employees from raising concerns in facility
centre workers and to block attempts at unionizing.

Following the mass employee protest against Google’s handling of sexual harassment complaints in November
2018, Pichai announced a new policy and claimed that the revised policy adequately reflected the demand of the
employees.

He wrote that “Google will provide more transparency on how we handle concerns. We’ll give better support and care
to the people who raise them. And we will double down on our commitment to be a representative, equitable, and
respectful workplace”

The employees, however, seemed unhappy with the new policy guidelines and argued that several of their
core demands were completely ignored.
Contd

Point case fact 3: This served as an important lesson for every entrepreneurial
venture. As the organization grows, talent is acquired and added, and many challenges
will be encountered that were not anticipated. As these issues are solved, the
entrepreneurs will have an opportunity to live out what they say they value. This is true
for a technology entrepreneurial venture—the people are the most valuable asset. It
should not be so hard to treat them so. It seemed that walking the talk became more
difficult as Google grew.

Point case fact 3: This served as an important lesson for every entrepreneurial venture. As the
organization grows, talent is acquired and added, and many challenges will be encountered that were not
anticipated. As these issues are solved, the entrepreneurs will have an opportunity to live out what they
say they value. This is true for a technology entrepreneurial venture—the people are the most valuable
asset. It should not be so hard to treat them so. It seemed that walking the talk became more difficult as
Google grew.
Conclusion: Taking the above case facts, this debate will
go between the growth phase of coordination and the
growth phase of collaboration, leading to a crisis of red
tapism and growth.
Employee
Engagement:
Inspiration or
Perspiration?
We have found in our 40 years of research
cognitive, affective, and behavioral components to
engagement:
• Intellectually Engaged employees are constantly improving the
company with new and creative ideas and innovations while
maintaining a generally positive view of both the company itself, and
their relationship with it.
• Emotionally Engaged employees are proud, passionate and
enthusiastic about the company.
• Behaviorally Engaged employees are willing to go above and beyond
for the company, their customers, and their team members while
advocating on behalf of company and remaining loyal.
• Evidence shows that highly engaged employees tend to:
• Routinely produce significantly more than the job requires, often
working all kinds of hours to get things done and done right
• Volunteer for difficult assignments
• Search for ways to improve things rather than just reacting to
management’s requests or to crises
• Motivate co-workers to high levels of performance and seek ways to
help them
• Welcome, rather than resist, needed change
• Conduct transactions with external constituencies – such as
customers – in ways that bring great credit (and business) to the
company
 Engagement as Psychological State
This is the state of engagement that has received more attention and is central to the engagement issue
Measures of Engagement as Psychological State
Satisfaction (Affective)
Resource availability, opportunities for
development and clarity of expectations.
(Gallup work place audit)
Company, manager, work group, job &
work environment characteristics (Burke,
2005).
Sense of inspiration & affirmation from
work (Towers,2003).
Satisfaction may assessed as Feeling of
energy, enthusiasm & passion leads to
spending more time in work .
Involvement
The degree to which an
employee psychologically
relates to his or her job (Lodhal
et al.,2005).
Task-engagement-self-worth,
higher level of commitment.
(Erickson, 2005)
Self-engagement-willingness to
invest effort toward task goal
attainment.
(Bass, 1999)
Commitment
Hard work & long stay as
commitment.
(The corporate executive board,2004)
Attachment & binding force
between an individual &
organization.
(Meyer et al., 2004)
Effort & feel pride to be part of
org. (Mowday et al.,1982)
Belonging, personal meaning
& part of the family.
(Meyer & Allen, 1997)
Empowerment
Experience of authority &
responsibility (Mathieu et al.,
2006)
Sense of feeling that one’s work is
personally imp., belief in one’s
ability, self-determination &
impact.
Outcome would be effort,
persistence & Initiative
(Spreitzer,1995)
 Engagement as behaviour
In the work context , directly observable behaviour can be regarded as an engagement
Organizational Citizenship Behaviour
Extra Role behaviours which are not
formally defined as part of the job,
support or enhance the social &
psychological environment (Organ,
1997).
Support for others, organizational support
and conscientiousness (Borman, 2004).
Doing something extra, ‘going above &
beyond’ , which is typical, usual or
ordinarily expected (vey & campbell,
2004)
Measures of Engagement as behaviour
Proactive/ Personal initiative
Behaviours that go beyond expectations
comprises self-starting, proactivity &
persistence (Frese & fay, 2001).
Taking charge, self-efficacy but depends
on the importance of personal as well as
situational characteristics (Parker, 1998)
Role Expansion Adaptive
Behaviour that has an employee-
The choice to perform extra
driven focus, the focus here is on
role tasks assuming it as a
adaptive behaviour in response to job
part of their job (Kessler &
and organizational challenges and
Purcell ,2004)
opportunities (Miller & Rosse, 2002).
Expansion is related to self-
Doing more of what needs to be done,
efficacy (Parker, 1998) as
changing what needs to be changed, or
well
actively resisting change, if that
as autonomy and cognitive
change would result in diminished
ability (Morgeson
organizational Effectiveness
et al., 2005)
(Kahn, 1992).
 Engagement as Trait
Engagement can be regarded as a personality characteristic or tendency to experience state affect over time.
Positive Affect
Satisfaction or well-being judgements can
be regarded as a function of pleasant
affect experiences at work (Brief &
Weiss, 2002).
It is associated with the feelings of
enthusiasm & excitement.
(Huelsman, Furr, & Nemanick, 2003)
Measures of Engagement as Trait
Proactive Personality
A tendency to create or influence the work
environment and it leads to career success.
(Crant, 2000)
Conscientiousness
It include both industriousness and
order.
It includes individuals who are
‘‘hard working, ambitious,
confident, and resourceful’’
(Roberts et al., 2005)
Autotelic personality
It encompasses the notion of
“flow” or being present”(not
motivated by anything beyond
itself)
People who engage in
activities for their own sake
rather than for
specific gains or rewards.
(Nakamura &
Csikszentmihalyi, 2002)
Open to new challenges,
persist in challenging
tasks, and be ready to engage,
factors that contribute to
arriving at and maintaining
a state of flow.
A closer look at
engagement and how
we measure it
The virtuous cycle of engagement
Engagement is:

‘The extent to which employees are motivated to

contribute to organisational success and are
willing to apply discretionary effort to
accomplish tasks important to the achievement
of organizational goals’.
Improved
Better company
individual performance
Engaged performance –
employees giving
discretionary
- Satisfied
effort
Great - Committed
managers
and - Proud
supportive - Willing to
work advocate
environment
Engagement is measured with Employee Surveys-
i engage
What do surveys measure? What do we use the information for?
The level of engagement in the workforce To understand employee sentiment

How engagement varies across

departments, countries, job levels, To identify best practices and ‘hot spots’
demographic groups etc.

To set priorities to guide decisions and

What issues underpin engagement
organisational change

To open a dialogue with employees to

Views and opinions on management
create engagement and focus on areas
practices and other issues
of most concern
 GALLUP STUDY-12 Questions

1. What is expected of me
2. Material and equipment needed to do the work
3. Is there opportunity to do what I do best every day
4. Recognition & praise
5. Does my supervisor care about me as a person
6. Someone at work encourages the development
7. Do my opinion count
8. Does the mission of the company make the work feel important
9. Are coworkers committed to quality work
10. Best friend at work
11. During last 6 months has anybody talked about the progress
12. Opportunities to learn and grow
Talent management strategy of employee engagement in Indian
ITES employees: key to retention
-Bhatnagar, J (2007)
Best Practical Application Paper Award-Emerald Literati 2009

1. Gallup q used with permission

2. Found disengagement at 3 months and 18 month
3. Thus Highest attrition at this point
4. Recommended Practical solutions
Schaufeli Work engagement

• Dedication
• Absorption
• Vigour
Schaufeli et al
Dedication, Absorption,Vigour
• When I get up in the morning, I feel like going to work
• At my work, I feel bursting with energy.
• At my work I always persevere, even when things do not go well.
• I can continue working for very long periods at a time.
• At my job, I am resilient, mentally.
• At my job, I feel strong and vigorous.
• To me, my job is challenging
• My job inspires me
• I am proud on the work that I do.
• I find the work that I do full of meaning and purpose.
• When I am working, I forget everything else around me.
• Time flies when I am working.
• I get carried away when I am working.
• It is difficult to detach myself from my job.
• I am immersed in my work
1. I feel happy when I am working intensely. EE
 Saks MODEL (2006)
Job engagement
I really “throw” myself into my job.
Sometimes I am so into my job that I lose track of time.
This job is all consuming; I am totally into it.
My mind often wanders and I think of other things when doing my job (R).
I am highly engaged in this job.
Organization engagement
Being a member of this organization is very captivating.
One of the most exciting things for me is getting involved with things happening in this organization.
I am really not into the “goings-on” in this organization (R).
Being a member of this organization make me come “alive.”
Being a member of this organization is exhilarating for me.
I am highly engaged in this organization.
Based on our (Mercer’s) findings, described in detail in our book The
Enthusiastic Employee, we have developed our distinctive model of
Employee Engagement: Sirota’s Three Factor Model
AON Model of engagement
50% Perspiration:

A case study
 page 22

Maersk Group overview

• Operate mainly in the transport Companies of particular Strategic investments:

and energy industries strategic importance:
• Approx. 89,000 employees
• 2014 revenue: USD 47 billion TRANSPORT ENERGY Maersk Container Industry
Maersk Line Maersk Oil Höegh Autoliners
APM Terminals Maersk Drilling
APM Shipping Services
 page 23

Time honoured values

Constant Care

Humbleness

Uprightness

Our Employees

Our Name
Employee engagement trend
• A 10 year journey of progress
• Maersk Group has now reached the top quartile benchmark for engagement for the first time since 2012
• The increase in engagement is mainly caused by an increase among blue-collar, seafarer and offshore
employees
Strengths and concerns
• Employees’ perception of how Maersk Group upholds it’s values has improved by 4 points in 2015 and is a
significant contributor to the higher engagement level
• Other strengths are survey follow-up and clarity of strategy
• Only two questions have less positive results compared to 2014 and both are below the external benchmark

Diff to Diff to External

2014 Top 25%
Strengths
Company upholds the Maersk values 4% --
Confident that action will be taken as a result of survey 2% 8%
Clear understanding of my company’s strategy 0% 3%

Concerns
My job allows me a healthy work-life balance -3% -2%
My job makes good use of my abilities -1% -3%
A program to build long-term capability

Recorded training modules

Open Q&A ‘surgeries’ to take questions
Available for HR Business partners and and discuss solutions
line managers

HR Business partners are challenged to ‘Know your Managers’

- providing the support where it is needed most
‘Manage the tail’ – support for managers

Low High

Engagement Level
 Know your Prioritise to focus
manager effort

8 ways HR
Communicate
can help results first Begin with quick wins

managers
start to Help them get in Deep-dive on
complexity
take front of their team

action
Delegate to share Be creative – make
the load it personal
Not just a program – get engagement into the culture

1:1 talks Team meetings Role model PDP

Check-in with individuals Keep engagement on agenda Required behaviours/values Goals and Targets

• Are you clear what is - EES update • Do you check in on yourself • Use survey results to set
expected from you? - Refer to key results in from time-to-time? personal goals
• How are things going since decisions • Do you ‘live the values’?
the last time we met? - Ask how people are feeling?
Lessons from the Maersk Group
▪ Stick at it – engagement is a long-term game
▪ Strong leadership – upholding values and clarifying strategy and
direction

▪ Build capability – invest in your long-term programme through HRBPs

and Line Managers

▪ Manage the tail – focus support where it will deliver

▪ HR - know your managers
▪ Managers – make engagement personal for your team
30% Collaboration
Four collaborative steps to turn data into action
1 2 3 4

Understand your Conduct Develop Follow up

results feedback action plans and
meetings
manage

Discuss with Transparent Delegated Communicate

trusted sharing of teamwork progress
colleagues results
Using
Discuss collaborative
implications technology
Deep-dive on
complex
issues
What happens when you do not follow these steps?
100%
89%
90%
82%
% Favourable Engagement
80%

Engagement 70%
62%
falls if people 60%

think you will 50% 47%

40%
do nothing 32%
30%

20%

10%

0%
Very unconfident about Unconfident about Unsure about survey Confident in survey Very confident in
survey follow-up survey follow-up follow-up (N=10627)
follow-up follow-up (N=25808)
follow-up survey follow-up
(N=2748) (N=4680) (N=12439)
Collaboration through Connections is Changing the Way we Work
Engagement
Community

Engagement
Community
20% Inspiration
Back to Thomas Edison

“Negative results are just what I

want. They’re just as valuable to
me as positive results.”

Thomas Edison
FMCG company attends to subtle messages
Situation:
• Global FMCG company with a long-standing emphasis on
creativity and entrepreneurship was moving away from private
ownership via share offering
• New performance-based psychological contract – more
centralised, market-disciplined, measured
• Survey showed confidence in leadership, but a 2% decline in
perceptions of innovation – this was treated as a red flag

Response:
• They did not ignore this signal
• Deep-dive on innovation – where are concerns concentrated?
• Consultation on obstacles to innovation
• Crowdsourcing initiative launched - in specific categories
• Communication of innovation as key response to survey – a
commitment to traditional company value of entrepreneurship
Inspiration from social listening
Five products presented in a Social
Listening dashboard that provides
more in-depth and regular insights
about your organisation

IBM’s Employee Listening Daily

platform pulse

Social
JAMS
pulse

Social Mini
analytics pulse
Case Study: Leo Burnett Worldwide

Questions about HumanKind added to the Leo Burnett Worldwide employee survey:

• These questions reinforced the importance of the initiative, and

• Generated measures of impact, giving managers a data point to move forward from
Leo Burnett – Inspiring by ‘Making a Difference’

Perceptions of Offices fostering an Turnover rates 8.2%

HumanKind emerged innovative and lower in offices with
as the best predictor challenging highest engagement
of Best Agency score environment are 2.2 x levels
– judged on financial more likely to meet
and creative metrics margin goals

$
L’Oréal
• One of the best opportunities you have to engage with your
employees is when they start, and Rosie McCarthy of L’Oréal knows
that better than anyone. As part of their wider, strategic onboarding
programme for all newcomers worldwide, L’Oréal have developed the
world’s first employee onboarding app with the sole purpose of
assisting newcomers to understand, decode and master their
company culture.
• Called ‘Fit’, the app reaches up to 10 000 new hires per year and is
available in 11 languages, helping new recruits navigate the L’Oréal
culture and complete real-life “missions” in order to put their learning
into practice.
•
KPMG-Meaning Purpose and sharing stories
across the group
• KPMG is encouraging employees to tell their stories that are
connected to business and communities.
• To help, we developed an application that enabled our people to
create and share digital posters modeled after the corporate posters
that we created. Calling it the 10,000 Stories Challenge, we asked our
27,000 partners and employees in June to develop posters, as
individuals or teams. We offered an incentive of two extra paid days
off at the end of the year if we met the 10,000 stories goal by
Thanksgiving.
ONE OF THE FIRST POSTERS CREATED BY KPMG TO LAUNCH ITS HIGHER PURPOSE INITIATIVE (LEFT)
AND TWO EXAMPLES OF THE MORE THAN 42,000 PURPOSE STORIES SHARED BY EMPLOYEES.
COURTESY OF KPMG
What’s Next-KPMG –HBR 2015

• The fact that some of our leaders aren’t yet talking about higher
purpose represents a huge opportunity to increase engagement levels
even further.
• We’re now incorporating purpose storytelling training into our
leadership development programs and helping participants develop
compelling narratives and move past any reluctance to self-disclose.
In other words, we’re helping them to speak to people’s hearts as
well as their minds.
SOUTHWEST AIRLINES - PURPOSE

• This airline sees their purpose as connecting people with what’s important
to them. They don’t just see themselves as transporters of people, but as
enablers who help people get to people or places they care about. This
may be seen as a small differentiation, but it can make a big difference in
how important an employee perceives his/her job. A strong, clear purpose
connects emotionally with employees, it engages.
• In our experience, purpose is becoming more and more important to
employees. To see that you are doing something more profound than just
selling a product or service, makes you feel important. It’s no longer
enough to “just do a job”, we’re seeing that people want to make a
difference, to contribute to something bigger than themselves.
Yousician
• When music startup Yousician discovered their office in downtown
Helsinki would undergo a one month renovation, the company
leaders had to decide how they would handle four weeks without a
workspace for their team; and this is where they got creative. With
offices in Finland being relatively expensive for a month’s one-off
rent, CEO Christoph Thür thought why not look beyond the country’s
borders.
• So for a similar price, Yousician rented an entire villa in Greece and
flew the whole team - along with their families - to southern Europe
for a month. They lived together, worked together - had pool parties
together - and turned what many might have considered a huge
problem into a memorable experience for their employees and their
families.
Lessons – helping you
build better
engagement
The lessons for your engagement program
▪ Stick at it – engagement is a long game
▪ Gain leadership buy-in
Perspiration

▪ To engage your teams – first engage your managers

▪ To engage your managers – make them accountable and give them the
tools and support to do the job
▪ Understand the issues – find out what is driving engagement
▪ Focus your efforts – on priority issues and priority populations
▪ Bring an engaging style into your daily work
Collaboration

Inspiration

▪ Get inspiration from collaboration with colleagues

and

▪ Pay attention to the details – do not ignore subtle messages in the data
▪ Inspire others by making an impact
Tools of EE-In Entrepreneurial context
• We asked 10 entrepreneurs from YEC to weigh in on the tools they use to increase engagement around the
office. Their best answers are below:
• 1. Trello
• We use Trello at the office. Everybody has an account and is familiarized with it from day one. I find that it
helps increase employee productivity and engagement. After a getting used to it, Trello is fun to use and
serves as a community hub or water cooler, if you will. - Charles Moscoe, SkinCare.net
• 2. 15Five
• We use 15Five to check in weekly with everyone on any pain points, wins, frustrations, goals, etc. Twice a
year, we also survey our employees on their career satisfaction. It's very transparent and allows our direct
support team to be looped in on everything regarding their team. - John Hall, Influence & Co.
• 3. Slack
• In the office, we use Slack to stay connected and engaged. It's a quick way to share files, reach everyone at
once, and hold private conversations. Being able to create multiple channels is very helpful when a team
needs to strategize for a client. Slack is also extremely convenient and allows employees to give the office a
heads up if they're working from home or delayed on their way to work. - Shalyn Dever, Chatter Buzz
Tools of EE-In Entrepreneurial context
• 4. iDoneThis
• iDoneThis is our favorite employee engagement tool. It's simple. Reply to
one evening email with what you got done that day. The next morning,
your team receives a recap of what everyone did. Reflecting on personal
growth daily is a wonderful way to see ourselves and our company
improving, which we feel leads to a more engaged team. - Brett
Farmiloe, Markitors
• 5. Teamwork
• The best way to get employees to collaborate and engage is through a
project management software like Teamwork. Teamwork is fantastic for a
lot of reasons, but mostly because in today's remote work environment,
cloud-based software like Teamwork allows you to engage and collaborate
as if you were in one centralized location. - Kristopher Jones, LSEO.com
Culture Amp
• Culture Amp is a great employee engagement survey tool. It has a sleek, easy-to-use interface
both on desktop and mobile that made it easy for our employees to fill it out on the fly. They also
have good templates that you can customize around core metrics. - Adelyn Zhou, TOPBOTS
• Improving employee engagement begins with gaining an understanding of your
workforce. Culture Amp is one of the most popular – and bills itself as being one of the most
powerful – employee feedback and analytics platforms on the market.
• Designed and supported by psychologists and data scientists, Culture Amp’s on-demand platform
enables organizations to build an engaging and simple-to-use employee feedback program,
enabling HR leaders to make better decisions, demonstrate impact, and turn company
culture into a competitive edge.
• Collecting data from workforce surveys, Culture Amp allows organizations to compare their own
employee engagement scores against best-in-class companies in the industry, and look for areas
to improve. The platform’s Text Analytics function uses topic and sentiment analysis to analyze
survey responses and help leaders quickly quantify and understand what’s going on within the
organization. It also provides recommendations on where to focus improvement efforts, and the
in-built “Inspiration Engine” gives ideas on how to take meaningful action to improve engagement
across the team.
• Going beyond simple ratings and scores, the main strength of Culture Amp is that it uses data to
help organizations create action plans for improvement processes across the board.
• (Video source: youtube.com)
• Officevibe is another great tool for collecting specific insights from your
team to help you identify both what employees are dissatisfied with, and
where the opportunities are to increase your team’s efficiency.
• Officevibe automatically sends weekly surveys to various team members,
and facilitates the beginnings of important conversations right inside the
platform. Results are then packaged into reports for sharing with the rest
of the company.
• The tool also offers a custom polling option, enabling leaders to test the
waters and gather opinions on various projects that might be coming up
over the course of the year. Questions can be formatted for text, opinion
scale, or multiple choice responses, and the polls can be sent separately or
along with the weekly employee engagement surveys.
• Qmarkets offers a suite of collective intelligence software solutions and
innovation management products. Designed to drive an internal innovation
culture that increases employee engagement through harnessing their
collective intelligence and putting ideas into action, Qmarkets makes the
process of employee collaboration and interaction as easy as possible.
• Incorporating interaction tools such as idea discussions, rating systems and
intelligent email notifications, Qmarkets enables streamlined enterprise
idea management that taps employees for business process improvements.
• Comment threads are made available for every idea put forward, along
with the ability to create private discussions for specific ideas. In addition,
crowd-voting tools enable employees to vote ideas up or down, and the
process can also be gamified by allowing users to collect points and earn
badges. A smart set of tools for smart employee engagement.