This document discusses employee engagement, involvement, and empowerment. It provides definitions and models of engagement, and discusses the differences between engagement and involvement. Employee empowerment is defined as giving workers ownership over their work and encouraging them to provide input into decisions. When employees are empowered and involved, it can lead to benefits like improved quality, productivity and motivation. However, empowerment also carries some risks like potential for ego issues or information leaks. Overall engagement is important for organizations to drive performance and achieve their goals.

1. Program Doktor
Ilmu Manajemen
TOTAL EMPLOYEE
Presented By:
MAIZAR RADJIN
ENGAGEMENT/INVOLVMENT AND EMPOWERMENT

3. Truss et al (2006: ) The passionate employee,
the employee who is totally immersed in his or
her work, energetic, committed and completely
dedicated.
Balain dan Sparrow (2009:8) The individual’s
involvement and satisfaction with as well as
enthusiasm for work.’
employee involvement is defined as an
environment in which workers are
encouraged to, and can directly impact,
the decisions and activities in their work
environment.
James Monroe, CEO (David L: 2013) of
a midsized electronics manufacturing
firm “decided more than a year ago
to get his employees involved as a
way to improve work and enhance his
company’s competitiveness”
▪ Empowered employees are given ownership of the processes
they are responsible for and the products or services
generated by those processes.
▪ Empowered employ esemployees with ownership take pride in
their work and the resulting products or services produced
by it.
▪ Ownership creates a sense of urgency to continually improve
processes, products, and services and to strive for customer
delight because “my signature” is on the work.
▪ An empowered employee will care as much or even more
about the quality of the work than the supervisor or the CEO.
ENGAGEMENT
INVOLVMENT
EMPOWERMENT

4. Engagement vs Involvement: What’s the Difference?
‘Engagement’ is the result of a passive acceptance of company values and objectives. It helps increase
productivity, to a point. ‘Involvement’ is the active pursuit of these objectives. An involved employee will
help drive the organisation forward and add value to your business
Engagement gets you in the game; involvement gets you to the top of your game.
So, engagement and involvement are two very different things but how do you instil
a culture of involvement, rather than simple engagement, within your organisation?
Employee engagement is defined generally as a strong desire to be part of the value an organization
creates employee involvement. Employee involvement is defined as an environment in which workers
are encouraged to, and can directly impact, the decisions and activities in their work environment and
employee involvement entails involving workers in decision-making, continuous improvement and
change-initiative activities.

5. Antecedents,types and consequencesof engagement
(Balain and Sparrow, 2009)
Pekerjaan yang diperkaya dan
menantang
karakteristik pekerjaan
01
ANTECEDENTS OF ENGAGEMENT
Kualitas hubungan karyawan-
organisasi
perceived organisation support
02
Kualitas hubungan
supervisor-karyawan
perceived supervisor support
03
Hadiah dan pengakuan
04
Keadilan dalam proses yang
mengalokasikan sumber daya atau
menyelesaikan perselisihan
procedural justice
05
Apa yang dianggap adil atau
benar- dalam alokasi barang
distributive justice
06
TYPES OF
EMPLOYEE ENGAGEMENT
Keterlibatan
Pekerjaan01
Keterlibatan
Organisasi02
CONSEQUENCES
Kepuasan
Kerja√
Komitmen
Organisasi√
Tingkat niat
untuk berhenti√
Perilaku
kewarganegaraan
organisasi
√

6. Model Of
Employee Engagement
Model Institute for Employment Studies (IES)
Source: Amstrong et al, 2010
Commitment
Organizational citizenship
Motivation
the relative strength
of the individual’s identification
with, and involvement in, an
organization
is employee
behaviour that goes above and beyond
the call of duty and contributes to
organizational effectiveness
the force that energizes,
directs and sustains behaviour. It
can be intrinsic or extrinsic

7. CULTURE/PEOPLE MANAGEMENT
• Supportive supervisors
• Regular open feedback
• Teamworking
• Involvement in decision making
• Career development
• Work–life balance
REWARDS
• Performance pay
• Variable pay
• Team rewards
• Recognition
• Reward for customer service/quality
• Single status
STAFF ATTITUDES AND COMMITMENT
• Satisfaction with pay and
• Recognition
• Treated fairly
• Feeling involved and developed
• Identification with organization
Performance
policies influence
performance through engagement
Reilly and Brown (2008)
that appropriate reward practices and processes, both financial and non-financial and
managed in combination (is a total rewards approach), can help to build and improve
employee engagement, and that badly designed or executed rewards can hinder it.

9. HOW EMPLOYEE EMPOWERMENT
QUALITY TIP
Empowerment Is Good for Business
Empowerment is an often misunderstood concept.
When organizations give their personnel the autonomy
to make decisions within specified parameters or give
them a voice in making major decisions, they are not
just trying to make the employees feel good. They are
trying to improve the performance of the
organization. Empowerment will improve the morale in
an organization and that is important, but what is
even more important is that it will improve
performance, productivity, quality, and
competitiveness. Empowerment is important because

10. Nominal Group TechniqueImplementation
Manajemen’s Role
FACILITATION
COMMITMENT
LEADERSHIP
State The
Problem
Silently
Record Ideas
Publicity Record
Ideas of Group
Silently Vote
on Ideas
Asset,
Adjust & Improve
Put The
Vehicle In Place
Target and
Overcome
In Hibitors
Create a
Supportive
Enviironment
David L, 2013
EMP WERMENT
MANAGEMENT’S ROLE and Implementing

11. Share Leadership Vision
Share Goals and Direction
Trust People
Demonstrate That You Value
People
Top 8 Principles of Employee Empowerment
Solve Problems: Don't Pinpoint
Problem People
Listen to Learn and Ask
Questions to Provide Guidance
Help Employees Feel
Rewarded and Recognized for
Empowered Behavior
Provide Information for Decision
Making

12. Good or BadEMPLOYEE EMPOWERMENT
√It leads to greater job satisfaction, motivation
increased productivity and reduces the costs
√It also leads to creativity and innovation since the
employees have the authority to act on their own.
√There is increased efficiency in employees because
of increased ownership in their work.
√Lesser need of supervision and delegation
√Focus on quality from the level of manufacturing
till actual delivery and service of goods
√Employees when empowered become more
entrepreneurial and start taking more risks
√Greater the risk, greater are the chances to
succeed
• Egotism / arrogance, Worker arrogance can create a big
trouble for the supervisors and the managers, There can
be problems in delegating, Employees avoid reporting
about their work and feedback can be taken
negatively.
• Security: Since information comes and is shared by all,
there are apprehensions about leakage of critical data.
• Risk: Creativity and innovation demands a greater risk
bearing capacity and there are equal chances of succes
and failure
• Workers often lack the expertise to execute are enterprise
which can cost big.
• Industrial Democracy: Labor unions and workers are
empowered and they may misuse the same. Strikes and loc
outs become more frequent. Also, labor unions gain insight
into management and their functioning and they leak the
same.

13. Making engagement happen is not about a
development program or tools or technology . It is
not about managing to a score . It’s not about
“HR’s survey .” There are two words that
consistently come up when we talk with executives
from Aon Hewitt Top Companies for Leaders® and
Aon Hewitt Best Employers about the keys to their
success in talent and engagement -culture and
leadership . Culture is about changing and aligning
people, programs, and infrastructure to drive a
consistent set of beliefs, decisions, and behaviors
in an organization . Leaders are in a unique
position to set the tone, demonstrate the value of
human capital, link people to the mission of the
organization, and act in consistent, authentic, and
strategic ways to make engagement happen
Final Thoughts
research on 270 global organizations from 2010 to 2013
Aon Hewitt empowers organizations and individuals to secure a better future through innovative talent, retirement, and
health solutions . We advise, design, and execute a wide range of solutions that enable clients to cultivate talent to drive
organizational and personal performance and growth, navigateretirement risk while providing new levels of financial
security,and redefine health solutions for greater choice, affordability, and wellness.
Aon Hewitt is the global leader in human resource solutions, with over 30,000 professionals in 90 countries serving
more than 20,000 clients worldwide.
▪ The data in this report comes from Aon
Hewitt’s global employee research database
consisting of over 8 million employee records
from 2010 to 2014 .
▪ The Aon Hewitt database represents
companies from 68 industries operating in 164
countries around the world .
▪ This report is further supplemented by data
and executive interviews from the 2014 Aon
Hewitt Top Companies for Leaders® study .
STUDI
EMPIRIS

14. The Aon Hewitt Engagement Model
In addition, Aon examines the work experience indicators that have an impact on engagement . These are the engagement drivers within management
control brand, leadership, performance, the work, the basics, and company practices . Finally, we include the business outcomes that often result from
strong engagement drivers and higher employee engagement levels . Our research has consistently found that companies with higher engagement levels
also have better talent, operational, customer, and financial outcomes . The data in this report comes from Aon Hewitt’s global employee research
database consisting of over 8 million employee records from 2010 to 2014 . The Aon Hewitt database represents companies from 68 industries operating
in 164 countries around the world . This report is further supplemented by data and executive interviews from the 2014 Aon Hewitt Top Companies for
Leaders® study .

15. Aon Hewitt Best Employers excel at leadership,
reputation, performance culture, and
ultimately, employee engagement . The meters
below illustrate the top-quartile threshold that
best employers attain . These elite companies
raise the bar for most companies struggling
with the top engagement drivers . Beyond
having double the number of highly engaged
employees that the average company has,
roughly eight out of 10 employees at best
employers see strong leadership, think their
company has a strong reputation and
purposeful EVP, and think their company has a
performance culture .
Aon Hewitt Best Employers
Excel at Top Engagement
Drivers

16. Further research shows Aon Hewitt Best Employers enjoy
strong leadership, reputations, and performance orientation in
addition to strong employee engagement . Our latest research
on 270 global organizations from 2010 to 2013 indicates that
these additional cultural aspects of being an Aon Hewitt
Best Employer drive incremental business performance in sales,
operating margin, and total shareholder return beyond top-
quartile employee engagement alone.
The chart at right shows that top-quartile engagement and Aon
Hewitt Best Employers status are related to total shareholder
return, but that best employer status is linked to exponentially
higher TSR than that of the top-quartile engagement companies
best employers drive an incremental 8 points of return to
shareholders.
Total Shareholder Return (TSR) for Average Engagement, Top-
Quartile Engagement, and Best Employer Organizations

17. These data all point to the level of complexity leaders face in driving
growth through talent and engagement strategies across global
markets at various stages of growth and maturity . However, there are
two very compelling facts about these data:
• There is exactly zero correlation between the size of the economy
and growth; but
• There is a significantly positive correlation (0 .52) between available
labor and economic growth . Where there is available talent, there is
growth .
Global GDP grew in 2014 and is forecasted to grow 4% in 2015 .
Historically, GDP growth is generally followed by investments in
people and a subsequent increase in employee engagement (the
reverse appears to be true as well, as we saw engagement dip in
2010 following the Great Recession) . Employee engagement levels
have increased 1 point to 62% in 2014, and the graph on the following
page suggests that the relative economic tailwinds in 2014 and those
forecasted for 2015 should drive human capital investments and
incremental improvement in global employee engagement in 2015 and
2016 .
GDP and Engagement Trends
Source: Worldbank.org

18. Labor Pool
Available Labor and GDP Growth for the World’s Largest Economies

19. Engaging leaders who engage others are not just a nice to have they are
the key ingredient to creating a culture of engagement that sustains
business results in an ever-changing and complex global environment.
Companies in which business unit leaders actively intervene following the
announcement of engagement results drive engagement and financial
performance . As the graph (at left) from our Aon Hewitt Top Companies
for Leaders® study illustrates, companies that invest significantly in
leader engagement have significantly higher operating income than those
that do not.
Creating a culture of engagement requires pulling multiple levers and
navigating many organizational stakeholders .
As one leader in an Aon Hewitt Best Employer organization put it, “Go big .”
Silver bullets do not work and relying only on HR or the manager is
insufficient . This type of holistic approach is difficult, but engaging
thousands of individuals can be accomplished through leader-led efforts .
Leaders make engagement happen .
Level of Interventionson
LeaderEngagement
Source: Aon Hewitt Top Companies
for Leaders®, 2014

20. The Top Employee Engagement Drivers Three of the top engagement drivers career opportunities,
reputation, and pay have remained consistent from 2013 to
2014 . The top five drivers are relatively consistent across
markets and regions . What is also consistent is that only
about half of employees have a favorable view of these
areas that are so critical to their engagement . In the case
of career opportunities, the majority of employees do not
see a path forward with their organizations, and this has
the strongest and most consistent impact on whether
employees say, stay, and strive .
The combination of top engagement drivers provides some
insight into the mindset of employees in various regions .
Globally, the top drivers point to the average employee
looking for growth, equitable reward, and pride in his or
her company . This view is consistent with the average
European employee . Many employees in Asia Pacific and
Latin America appear to be highly motivated by
recognition . The average North American employee
appears to be driven by alignment of performance
expectations and the employee value proposition with a
people-focused culture .

21. 1
2
4
3
KESIMPULAN
Pelibatan semua orang akan mempercepat mencapai
tujuan organisasi. Namun kenyataannya banyak lembaga
atau organisasi dalam mencapai suatu tujuan tidak
melibatkan semua orang sehingga tujuan organisasi
tidak tercapai. Untuk mengatasi masalah tersebut maka
dalam lembaga atau organisasi harus ada keberanian
untuk melibatkan setiap orang dengan cara membentuk
team kerja dalam mencapai tujuan organisasi
Pemberdayaan karyawan pada dasarnya tidak
terlepas dari pandangan hidup dari sikap mental
dalam menentukan kebijaksanaan untuk
mendapatkan hasil kerja yang baik dari yang
pernah dicapai sebelumnya. Sikap mental yang
demikian akan membuat seseorang berusaha
mengembangkan diri dan meningkatkan
kemampuan kerjanya.
Terdapat berbagai sarana yang dapat digunakan untuk mendorong karyawan agar mereka memberikan masukan dan menyalurkannya
kepada pengambil keputusan seperti brainstorming, nominal group technique, gugus kualitas, kotak saran, management by walking around
Jika karyawan dilibatkan dalam berbagai kegiatan
pemecahan masalah dan pengambilan keputusan
maka mutu atau kualitas lembaga dapat terjamin
karena karyawan merupakan orang yang
melaksanakan tugas operasional yang lebih
mengenal keadaan sebenarnya dilapangan.

22. REFERENSI
Michael Armstrong-Armstrong's, 2012,
handbook of human resource management
practice-Kogan Page
David L. Goetsch, Stanley Davis, 2013,
Quality Management for Organizational
Excellence_ Introduction to Total Quality-Pearson
AON HEWITT RESEARCH
http://www.aon.com/attachments/human-
capital-consulting/2015-Trends-in-Global-
Employee-Engagement-Report.pdf