员工敬业度激励因素分析

Leader’s Relationship
Elements of Positive Job Satisfaction (Top 3)7
• Need for Achievement (Learning and Development growth path) • Leader Consideration (Good boss that listens) • Motivation (Want to do)
Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give of their best each day, committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their own wellbeing3.
Example:
Being Punctual
Helping others finish their work
Revised View of OCBs5
• Conscientiousness - Conscientiousness refers to impersonal behavior that benefits the organization as a whole. • Sportsmanship - Sportsmanship is an employee’s willingness to deal with poor situations without complaining. • Courtesy - Courtesy is demonstrated by preventing organization problems through communication and general consideration for others. • Civic Virtue - Civic virtue is participating in the life and culture of the organization; this is not considered behavior that is targeted at individuals, rather, this behavior targets the organization. • Helping behavior - Helping behavior includes altruism, peacekeeping, and cheerleading.
Today’s Speakers
Dr. Tom Tonkin Principal, Change Management and Transformation Thought Leadership & Advisory Services
Dr. Tonkin is an executive in Professional Services and Software Sales arena and has over 25 years of business and technology experience.. Dr. Tonkin is also a speaker at leadership and business conferences where he also presents throughout the year.
Engagement = Organizational Citizenship Behavior (OCB)4
Compliance
Intra-role behaviors that benefits the individual
Altruism
Extra-role behaviors that benefits the organization Example:
Lynn has over 27 year of clinical experience ranging from Emergency Department Staff Nurse to Director of Clinical Education. She is board certified nurse for both Emergency and Critical Care. As an industry recognized expert Lynn offers healthcare organizations specific solution to advance both business and clinical outcomes by enhancing employee engagement, competency assessment and employee development strategies. In addition Lynn holds inept understanding of Joint Commission and Magnet standards Lynn holds an Associates Degree in Nursing from Beth Israel Medical Center, BSN from Alfred University and a MS. in Human Resource Management and Labor Relations from New York institute of Technology Lynn is now a Regional Sales Manager for Cornerstone.
Disengagement is a problem. A 2014 Gallup poll revealed only 31% of employees in the United States reported that they were engaged by their jobs in 2014. A full 51% were still “not engaged” and 17.5% were “actively disengaged. ”Disengagement refers to a lack of enthusiasm and commitment to work or a workplace2.
Driving Engagement: The Link between Staff Buy-in and Quality Care
Thomas Tonkin, Ph.D. and Lynn Howe RN. MS. CEN, CCRN
Thank You to All of Our Attendees!
What is Engagement anyway?
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests1.
66% of L&D professionals
are having trouble getting today’s employees to engage in L&D offerings
• IOM Future of Nursing • AHRQ
• Joint Commission
• QSEN • Affordable Care Act
Retention + Recruitment
Safety Satisfaction
Quality Outcomes
Engagement Competency
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Changing Old Patterns
• One person made a mistake does not mean everyone needs additional training
• Education is a reward not a punishment
• Competencies must be relevant to the staff
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So, I can we motivate Altruistic Behaviors?
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What happens before Altruistic behaviors?6
Job Satisfaction
Perceived Fairness
Altruistic Behaviors
Person-Org Fit
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OCBs as Tasks4
Compliant Tasks • Task that are part of the job description. • These emanate with a motivation of “what I have to do” Altruistic Tasks • Tasks that are beyond the job description. • These emanate with a motivation of “what I want to do”
Lynn Howe RN. MS. CEN, CCRN Regional SHale Waihona Puke Baidules Manager for Cornerstone
Lynn has over 27 year of clinical experience ranging from Emergency Department Staff Nurse to Director of Clinical Education. She is board certified nurse for both Emergency and Critical Care.
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Medical Errors Now Third Leading Cause of Death in the U.S.
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The Mary Lanning HealthCare Story
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The Interrelationship
• IOM to Err is Human
• IOM Crossing the Quality Chasm
Reimbursement
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Ask – So What?
• Did:
• • • • • •
Education and training make a difference? Employees incorporate the knowledge into daily practice? Staff competency levels increase? Training increase employee engagement? Result in the outcomes we wanted? Return on our investment?
Learning and Development Growth
Leader Consideration
Job Satisfaction
Motivation
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Engagement Outcome
Lynn Howe, Regional Sales Manager
Lynn Howe RN. MS. CEN, CCRN