MHR 405 Chapter Notes - Chapter 5: Nitin Nohria, Employee Engagement, Drive Theory
24 Apr 2015
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(exhibit 5. 1) drives (primary needs & emotions) needs (secondary) decisions & behaviour. *left side: self-concept, social norms & past experience amplify/suppress drive-based emotions resulting in stronger/weaker needs. Right side: regulates a person"s motivated decisions & behaviours. Goal setting, open-book feedback, rewards and various social bonding events are designed to maintain and improve employee motivation. Employee engagement is the individual"s emotional & cognitive motivation, particularly a focused, intense, persistent and purposive effort toward work-related goals. It involves a high level of absorption in work & self-efficacy. Seems to have a strong effect on employee & work unit performance, associated with higher org citizenship & lower turnover intentions but unclear whether employee engagement makes more companies more successful or its vice versa. Challenge facing org leaders are that most employees aren"t very engaged. Actively disengaged employees tend to be disruptive as well as disconnected from work.
