Table of Contents

Handbook of Employee Engagement

Handbook of Employee Engagement

Perspectives, Issues, Research and Practice

New Horizons in Management series

Edited by Simon L. Albrecht

The Handbook presents comprehensive and global perspectives to help researchers and practitioners identify, understand, evaluate and apply the key theories, models, measures and interventions associated with employee engagement. It provides many new insights, practical applications and areas for future research. It will serve as an important platform for ongoing research and practice on employee engagement.

Chapter 28: Enhanced Employee Engagement through High-Engagement Teams: A Top Management Challenge

George B. Graen

Subjects: business and management, human resource management, organisational behaviour

Extract

George B. Graen Introduction Top management teams (TMTs) should prepare for the full impact of the onset of the knowledge era under which new knowledge utilization becomes the life-giving blood of corporations (Lafley & Charan, 2008). Knowledge-driven organizations, such as Procter & Gamble (P&G) and Walmart are establishing many new competitive weapons called gamechanging designs. When ROI/quarter-driven corporations find themselves confronted by these innovations in corporate competition they often experience “shock and awe”. As a matter of sustainability, corporations must show due diligence and develop or acquire “new toys” and managers to employ them effectively (Graen, 2009a). How can top management teams contribute to enhancing the utility of the corporation’s human resources to better compete in the vastly increased turbulence of the new knowledge-driven, game-changer’s environment? What should you be doing now in terms of selecting the best people, and training and developing them to use the “new toys” as team members and team leaders? Your top management teams should use their executive coaches to both learn and promote the development of new problem-solving teams and networks on the formal side of the corporation (Graen, 2009b). This implies that additional problem-solving tools and skills will be supplied to employees who boldly go “beyond business as usual” (BBU). Knowledge era problems are likely to create or expose many new gaps in current corporate processes that can only be properly filled by specially trained problem-solving teams. Increasingly employees are stopped from doing their business as usual (BU) work by such gaps. When this...

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