Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
Why is it that some organizations attract and retain the best and brightest, yet others seem to struggle attracting talent, retaining top performers, and creating an environment in which their people choose to engage? And why is it that we leave organizations we were once so excited to be a part of? Working from a database of over 50 million employee survey responses—the largest of its kind—we discovered some of the answers to these questions. Interestingly, we also found that the same factors prompting us to engage (or disengage) in our work are the reasons we disengage in other areas of our lives. Each day we wake up determined to engage with life—to overcome work challenges, engage in our job, excel in school, reach fitness goals, or repair strained relationships. Despite our best intentions, we fall short. Drawing on disciplines from psychology to neurobiology to business, this session will focus on understanding the reasons we disengage in our work—and our lives—and how to address them through increased awareness of: - “MAGIC”- Meaning, Autonomy, Growth, Impact, and Connection—The five “keys” required for us to engage in what we do - The Swipe— the mental act of reflexively dismissing an uncomfortable or disturbing present in the hope that something better is easier is just around that corner (think “The Great Resignation”) - Current research on the state of employee engagement (Hint: Do you really think that 80% of employees are disengaged in their jobs?)—The intersection of science and practice - The connection between culture, our environment (the organizations to which we belong), our relationships (managers, coworkers, friends, family) and our desire to engage or disengage in our work - Why our engagement matters to the organization, to those around us, and to each of us personally - How to create working environments in which our teams will choose to engage - How we can personally re-engage (and why it matters) While focused on workplace engagement, attendees will find that the workplace concepts from this session apply to engaging in our personal pursuits as well—and finishing what we start.
Date
October 2023
Subject
Industrial and organizational psychology
Document Type
presentations
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by-nc-nd/3.0/
Included in
Swipe: The Science Behind Why We Disengage (and don’t finish what we start)
Why is it that some organizations attract and retain the best and brightest, yet others seem to struggle attracting talent, retaining top performers, and creating an environment in which their people choose to engage? And why is it that we leave organizations we were once so excited to be a part of? Working from a database of over 50 million employee survey responses—the largest of its kind—we discovered some of the answers to these questions. Interestingly, we also found that the same factors prompting us to engage (or disengage) in our work are the reasons we disengage in other areas of our lives. Each day we wake up determined to engage with life—to overcome work challenges, engage in our job, excel in school, reach fitness goals, or repair strained relationships. Despite our best intentions, we fall short. Drawing on disciplines from psychology to neurobiology to business, this session will focus on understanding the reasons we disengage in our work—and our lives—and how to address them through increased awareness of: - “MAGIC”- Meaning, Autonomy, Growth, Impact, and Connection—The five “keys” required for us to engage in what we do - The Swipe— the mental act of reflexively dismissing an uncomfortable or disturbing present in the hope that something better is easier is just around that corner (think “The Great Resignation”) - Current research on the state of employee engagement (Hint: Do you really think that 80% of employees are disengaged in their jobs?)—The intersection of science and practice - The connection between culture, our environment (the organizations to which we belong), our relationships (managers, coworkers, friends, family) and our desire to engage or disengage in our work - Why our engagement matters to the organization, to those around us, and to each of us personally - How to create working environments in which our teams will choose to engage - How we can personally re-engage (and why it matters) While focused on workplace engagement, attendees will find that the workplace concepts from this session apply to engaging in our personal pursuits as well—and finishing what we start.
Department
University of Tennessee at Chattanooga. Dept. of Psychology