1、Academic and Administrative Leaders Forum April 27, 2006 Data, Dialogue, Decide and DO! Using Westerns Campus Communications Survey and Culture Survey Results to Increase Workplace Engagement,WELCOME,Data, Dialogue, Decide and DO! Using Westerns Campus Communications Survey and Culture Survey Result
2、s to Increase Workplace EngagementMichael Sullivan, The Strategic Counsel Dr. John Meyer, Industrial and Organizational Psychology, Western Tim Jackson, Masters of Organizational Psychology Candidate,Westerns Organizational Culture Inventory June 2003 and November 2006Campus Communications Survey No
3、vember 2003 and February 2006,Ideal Culture, 2003,Set realistic but challenging goals, make plans, and take ownership for reaching those goals Enjoy work and bring to the job our integrity, creativity, and desire to learn and develop our talents to the fullest. Help and encourage each other, show co
4、ncern, and support each others success, without win-lose competition. Motivate each other with friendliness, care about the groups satisfaction and success, and build community in the workplace.,Actual Culture, 2003,Decrease: Pushing decisions upwards Avoiding the tough decisions Opposing new ideas
5、Focussing on flawsDo More: Thinking in unique and independent ways Enjoying our work Building relationships,Westerns Organizational Culture Inventory June 2003 and November 2006Campus Communications Survey November 2003 and February 2006,2006 survey objectives,Assess changes in perceptions of intern
6、al communications since 2003 surveyUnderstand preferred sources and channels for specific information needsIdentify priority areas for improvement,2006 survey methodology,Conducted by The Strategic Counsel Modified from 2003 questionnaire Sample size = 5,800 Total response = 1,433 (25%) Online = 1,3
7、45 Paper = 88 Faculty response = 297 (21%) Staff response = 807 (56%) Remainder did not identify (23%),Summary of survey findings,Communications have improved since 2003More than half of those with an opinion agree “updated regularly on changes to policies & procedures” - 53% agree (vs. 43% in 2003)
8、 “provided with relevant information 60% agree (vs. 50% in 2003) “provided with information when needed” 60% agree (vs. 48% in 2003) Few people (1 in 20) say communications from any individuals or groups have worsened,Overall Impressions of Employee Communications,Q.1: Thinking of your experience wo
9、rking at Western, please indicate how much you agree or disagree with each of the following statements. For each statement, please check one response only. * Change in question wording Base: All respondents,% Agree (5, 6 or 7 on a 7-point scale),Perceptions of Change in Quality of Communications fro
10、m Primary Sources,Q.7: Please indicate if communications from and to those you indicated were a primary source of information have improved, worsened, or stayed about the same in the last 2 years. Base: Among those who indicated source was “primary”,Head or Director of Department (n=507),“Grapevine”
11、 (n=588),Human Resources Department (n=402),University Vice-Presidents (n=120),Dean/Associate Dean (n=233),(Staff only) Your Direct Supervisor (n=412),University President (n=215),Communications,Summary of survey findings,People “largely satisfied” they are kept informed no major issues with quality
12、 of communications from any individuals or groups no major issues with regularly used major channels no fewer than half say Western is doing a good job providing information on: employment benefits, job postings, academic/operational plans, recognition programs, mission & goals, policies & procedure
13、s,Familiarity with Information Relevant to Employees,Q.2: Thinking of your experience working at Western, please indicate how familiar you consider yourself to be with the following topics or issues. For each statement, please check one response only. Base: All respondents (n=1433),Total Familiar (5
14、,6,7) %,59,58,74,63,49,32,61,Westerns mission and goals,Westerns policies and procedures,Employment benefits,Westerns workplace health and safety policy and programs,Information coming from the Leaders/Managers Forum,My Facultys Academic Plan/My departments or units operational plan,Job postings and
15、 other opportunities for advancement,Assessments of Communications about Information Relevant to Employees,Q.3: For the following topics or issues, please indicate how well Western is doing in keeping you informed. Base: All respondents (n=1433),Total Excellent/Good (5,6,7) %,55,51,65,60,46,33,57,We
16、sterns mission and goals,Westerns policies and procedures,Employment benefits,Westerns workplace health and safety policy and programs,Information coming from the Leaders/Managers Forum,My Facultys Academic Plan/My departments or units operational plan,Job postings and other opportunities for advanc
17、ement,Summary of survey findings,Clear roles perceived for different individuals or groups with respect to information they deliver President = vision, goals and relationship with community HR Dept. = benefits, career opportunities, health & safety Deans/Directors/Supervisors = academic/operational
18、unit plans, local policies and proceduresNote: Faculty members prefer to receive information from academic sources,Preferred Sources for Information Relevant to Employees,Q.6: For the issues and topics listed below, which of the following people should provide each type of information directly to yo
19、u? Please check as many as apply. Base: All respondents,Preferred Sources for Information about Events/Initiatives,Q.6: For the issues and topics listed below, which of the following people should provide each type of information directly to you? Please check as many as apply. Base: All respondents,
20、Preferred Source(s) for Receiving Information,Q.10 For each of the following subjects, please indicate which would be your preferred source(s) for receiving information about these subjects. (For each subject, please indicate as many sources as necessary) Base: All respondents,Summary of survey find
21、ings,Home page and Western News remain most frequently read communication vehicles Home page (86% use/read regularly/occasionally) Western News (84%) Broadcast emails and Western Matters (75%) External media, HR web site, Faculty/Dept. web site (73%)Note: Staff more likely to use these sources, exce
22、pt for Faculty web sites,Frequency of Reading/Using Different Publications,Q.9 Please indicate how frequently you read/use the following publications or resources. Base: All respondents (n=1433),Total Regularly/ Occasionally%,Western News,Westerns Home Page,Faculty & Staff website,Human Resources we
23、bsite,Faculty/Departmental websites,Faculty/Departmental newsletters,Presidents electronic newsletter, Western Matters,Presidents Annual Report,Alumni Gazette magazine,Student recruitment brochures,Student Gazette newspaper,Westerns Research Newsletter,Broadcast emails,External media outlets,84,86,6
24、6,73,73,57,75,47,42,26,49,28,75,74,Summary of survey findings,Room to improve the amount of information provided on certain key topics:Workplace health and safety policy and programs Information coming from Leaders/Managers Forum Academic/operational plans General policies and procedures Employment
25、benefits Westerns relationship with London area community,Level of Information Need about Different Topics/Issues,2006 Q. 5 For the following topics or issues, please indicate your level of information need. For each topic/issue, please check only one response only. Base: All respondents,Level of In
26、formation Need about Different Topics/Issues,2006 Q.5: For the following topics or issues, please indicate your level of information need. For each topic/issue, please check only one response only. 2003 Q. 4: And thinking of each of the following topics or issues, please indicate whether you would l
27、ike to receive more information than you do now, less information than you do now, or about the same. * Change in question wording Base: All respondents,% “Need More Information”,Summary of survey findings,Room to improve on the extent of consultation with staff and faculty about important issuesFew
28、er than half agree Western encourages two-way communication between administration and faculty/staff Fewer than half agree Western usually consults when making changes to mission/goals, policies, procedures, and when developing new University-wide initiatives 30% disagree that Western usually consul
29、ts,Perceptions of Effort Made to Consult and Communicate with Employees,Q.1: Thinking of your experience working at Western, please indicate how much you agree or disagree with each of the following statements. For each statement, please check one response only. Base: All respondents (n=1433),Total
30、Agree (5,6,7) %,47,40,53,65,56,37,58,Overall, Western has improved the way it communicates with faculty and staff over the past 2 years,Overall, Western has improved the way it consults with faculty and staff over the past 2 years,I am updated regularly on changes to University policies and procedur
31、es,I am made aware of new University initiatives that might affect me,I am updated regularly on faculty, staff, student and alumni achievements,Western usually consults with faculty and staff when making changes to its mission, goals, policies, procedures and when developing new University-wide init
32、iatives,(Staff only) My direct supervisor does a good job of communicating with me about any changes or policies or programs at Western that might have a direct effect on me or my work,Data, Dialogue, Decide, and DO,Leadership Practices and Employee Commitment,John Meyer & Timothy Jackson Department
33、 of Psychology The University of Western Ontario,Key Points,A committed workforce benefits all Its “win-win” for employees and the organization Leaders play a key role in building commitment Directly through their interactions Indirectly through the conditions they create,What is Commitment?,A Defin
34、itionCommitment is a mindset that binds an individual to an entity or cause, and to course of action of relevance to that entity or cause.,What is Commitment?,Defining Characteristics Internal a state of mind Targeted made to an entity or cause with specified terms Organization continue employment P
35、olicy implement fully and consistently Project work toward successful completion Binding makes disengagement difficult,Why is Commitment Important?,Commitment has been found to have the following benefits: Retention Engagement Performance “beyond expectation” Employee well-being,But, not all commitm
36、ents are equal!,How Commitments Differ,Mindset Matters!Commitment can be characterized by three different mindsets (alone or in various combinations) Desire (“I want to ”) Obligation (“I ought to ”) Perceived cost (“I have to ”),Why Mindset Matters: An Illustration,The Context Survey of hospital emp
37、loyees in Alberta 545 full- and part-time non-management employees,Gellatly, Meyer & Luchak (2006),Why Mindset Matters,The Measures Commitment to the organization Desire-based e.g., “This organization has a great deal of personal meaning for me.” Obligation-based e.g., “I owe a great deal to my orga
38、nization” Cost-based e.g., “It would be very hard for me to leave this organization now even if I wanted to.”,Why Mindset Matters,The Measures (continued) Intention to remain e.g., “I rarely think of quitting my job.” Discretionary Performance e.g.,“volunteering to do tasks that are not normally par
39、t of the job”,Why Mindset Matters,Why Mindset Matters,Average for all employees,Why Mindset Matters,Profiles reflect relative strength of the three mindsets,Why Mindset Matters,Lowest intention to stay among the “uncommitted”,Why Mindset Matters,Lowest Discretionary Performance for “Cost-based Commi
40、tment”,Why Mindset Matters,Best “combination” when desire and obligation are both strong,Why Mindset Matters,Value-based Commitment “right and desirable thing to do”,Building Value-based Commitment,Major factors include Organizational support Commitment to employees demonstrated through caring and v
41、aluing Fair treatment Policies and practices that ensure fair distribution of resources, and treatment with dignity and respect Shared values Identification with the organization and a sense of common purpose Meaningful work Opportunity to take responsibility for something that makes a difference, a
42、nd to see the results,Transformational Leadership,4 dimensions for effective leadership Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration,Transformational Leadership,Idealized Influence Talk about important values and beliefs Communicate a strong sens
43、e of purpose Consider ethical/moral consequences of decisions Emphasize the importance of having a collective sense of mission,Transformational Leadership,Inspirational Motivation Articulate a compelling vision of the future Talk optimistically about the future Talk enthusiastically about what needs
44、 to be accomplished Express confidence that goals will be achieved,Transformational Leadership,Intellectual Stimulation Re-examine critical assumptions to question whether they are appropriate Suggest different ways of looking at problems Seek differing perspectives when solving problems Encourage d
45、irect reports to look at problems from different angles,Transformational Leadership,Individualized Consideration Spend time teaching and coaching Treat direct reports as individuals, not just as members of a group Consider individual direct reports as having different needs, abilities, and aspiratio
46、ns as others Help to develop direct reports strengths,Walking and Talking: Communication and Leadership,Two types of communication are implied by the transformational leadership paradigm Verbal communication E.g. articulating a compelling vision of the future E.g. expressing confidence that goals wi
47、ll be achieved Behavioural communication E.g. showing direct reports concern for their development and growth E.g. considering the moral/ethical consequences of decisions Transformational leadership suggests that both types of communication are important, and that consistency between messages sent i
48、s important,Leadership, Commitment and Performance,Leadership,Performance,Commitment,Performance,Current Research Leadership and Job Attitudes Survey,Leadership,Commitment,Performance,Identification,Leadership, Commitment and Performance,Leadership,Performance,Leadership, Commitment and Performance,
49、Leadership,Commitment,Leadership, Commitment and Performance,Commitment,Performance,Leadership, Commitment and Performance,Leadership,Commitment,Performance,Current Research Leadership and Job Attitudes Survey,Leadership,Commitment,Performance,Current Research Leadership and Job Attitudes Survey,Ide
50、ntification,Leadership,Commitment,Best Principles,To build value-based commitment Provide organizational support Treat employees fairly (policies and practices) Emphasize shared values between employees and the organization Provide opportunities for meaningful work For effective leadership Use transformational principles as appropriate in a given work situation Show consistency between verbal and behavioural communication,
