What’s the fuss about engagement
In today’s world almost all conversation in the locker rooms of managers is how do we develop engaged workers? To get a clear picture of what might be possible ask the following questions! What was it like working on the best job you ever had? What was it like working on the worst job you ever had? What was it like working for the best leader you ever had? Finally what was it like working for the worse leader you ever had? Now answer what was your productivity like when in these two distinct opposite situations? We all know the answer people would report that there are less productive in a worse boss, worse job situation. In 1996, I had the privilege of having dinner with Lyman Ketchum at a social/technical systems design Roundtable. It was a fascinating time to sit with Lyman Ketchum and Lou Davis who were some of the pioneers in STS design. It was at that meeting that I learned about the six psychosocial factors intrinsic in work. Lyman shared with me the work of Emory, Twist from their classic studies in the 60s and early 70s. Emory and Twist compiled a list of psychological requirements that must be met if commitment to work is to be developed. Today we call this engagement. These intrinsic factors include:
The need for a job to be reasonably demanding with a minimum of variety in its performance. This may be physical but more likely how much does the job engage the mind.
The need to be able to learn on the job on a continuing basis. Learning must be matched to the personal requirements of the individual.
The need for decision-making of an individual so that the individual can call his own shots at work. Decision making through participation has no limits.
Some degree of social support and recognition in the workplace from both fellow workers and supervisors. I often refer this as stickiness within a group.
Need to understand that the business and the work an individual performs is a meaningful occupation, gives the individual identity weighted in dignity with purpose.
The person performing the job believes that his job leads to some sort of desirable future. This does not necessarily mean promotion. It could involve training, redeployment, pursuing the noble purpose of the business, development of a greater skill, and also includes some level of participation, which allows workers to choose their future.
In addition to these intrinsic motivators Lyman went on to say that there were some extrinsic factors necessary for engagement. Trist said these motivators were adequate pay, job security, benefits, safety & health, and due process. Engagement therefore can be summarized into 12 categories. Six psychosocial motivators (intrinsic) and six conditions of employment. So engagement starts with designing good by working with these 12 categories.