Abstract
Despite Lewin’s (1943) pronouncement about the practicality of a good theory, if managers and academics think about employee engagement differently, even if an underlying theory is correct, then managers might not use it. To see how wide the gap might be, the author presents the results of a single case study designed to increase our understanding of how at least some managers think about the way organizational arrangements for participation can lead towards employee engagement. This lacuna is noteworthy given an apparent consensus about the value of employee engagement to achieve employee sensemaking and successfully introduce change.
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Appendix
Appendix
List of Matters Discussed During the Interviews
Description of the Department
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1.
Operations and structure
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3.
Implementation of the Personnel Development Program Provision of necessary organizational arrangements
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3.
Regularly express confidence to employees
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5.
Promote employee development by providing employees with training sessions to expand their professional learning and skills
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6.
Promote operational freedom by yielding job autonomy and decision making authority to employees
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7.
Ensure engagement leads to valued outcomes that can be seen by employees
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8.
Discuss and explain the goals of this effort to trade unions in order to gain their continuous support
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Explain to employees why they are invited to get engaged
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Gain the support of all the managers of the department
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11.
Promote systematically and regularly management-employee dialogue and two way discussions
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12.
Motivate employees in both monetary and job-satisfaction terms.
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Georgiades, S. (2015). Organizational Arrangements for Participation Leading Towards Employee Engagement. In: Employee Engagement in Media Management. Media Business and Innovation. Springer, Cham. https://doi.org/10.1007/978-3-319-16217-1_4
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DOI: https://doi.org/10.1007/978-3-319-16217-1_4
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