Page 98 - Build a Culture of Employee Engagement with the Principles

69
The RESPECT Model: Building a Culture of Employee Engagement

Individual
Organization
Organization
Organization RESPECT Leadership
Organization
Individual
Work
Work
RESPECT
RESPECT
RESPECT

Supervisor Supervisor Supervisor
Work Team Members Team Members Team Members Team Members

Figure 4.1 Circle of RESPECT

yourself as engaged and have no interest in leaving your organi-
zation. For everyone else, how many times did your current job
top your list? If the answer is zero, I’m going to guess that you
have felt more engaged at other points in your career and that
you may even be considering a job move. While completing the
Circle of RESPECT, what factors and experiences played into
your answers? What led you to experience respect in each of
these areas? We will examine the most prominent factors that
typically increase or decrease respect in the following sections.

Respect for the Organization
Perceived organizational respect has an enormous impact on
human capital and employee engagement. Research conducted
by Zoe Barsness and her colleagues from the University of Wash-
ington shows that during the interview process people consider
the pride and respect they anticipate feeling if they were to join