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It is about kept promises, or an explanation why they cannot be kept.
Employee engagement cannot be achieved by a mechanistic approach which tries to extract discretionary effort by manipulating employees’ commitment and emotions.
Engaged organisations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two-way promises and commitments – between employers and employees – are understood and fulfilled.
Employee engagement is about positive attitudes and behaviours leading to improved business outcomes, in a way that they trigger and reinforce one another.
Stanford denies the claim, saying that Phills -- who had been a nontenured faculty member since 2003, several years after his wife was appointed to a tenured position -- was terminated for failing to return after multiple leaves of absence to work in Silicon Valley.
The university in a statement said those leaves were “beyond what is normally allowed by university policy,” and that Phills “ultimately chose to continue his more lucrative employment at Apple.” Citing increased media attention surrounding the suit, and its potential to distract from the business school’s mission, however, Saloner announced he’s stepping down at the end of the academic year. Not according to Stanford, which -- unlike lots of universities -- actually has a policy governing faculty-faculty and faculty-supervisor relationships.
Employee engagement is about having a clear understanding of how an organisation is fulfilling its purpose and objectives, how it is changing to fulfil those better, and being given a voice in its journey to offer ideas and express views that are taken account of as decisions are made.
If someone raised the issue, Mc Cord added, “they would probably be counseled to take the same approach." In other words, the individual in the supervisory role should recuse himself or herself from oversight. Cotton, vice president of higher education for ML Strategies and a leading negotiator of contracts for senior administrators in higher education, said supervisor-employee relations are “never a wise course for people because you have disparity of power between you, and when there’s a breakup it could be alleged by the person being supervised that the supervisor did something wrong.” These relationships can be equally harmful to the subordinate, he added.An ongoing legal case resulting in a dean’s resignation from Stanford University raises questions about what policies or best practices govern employee romance.Experts say that while these relationships tend to be too specific and fluid to fall under any general policy, involved parties should proceed with caution and avoid pairings that may be or even appear to be exploitative or allow for favoritism.At Northern Illinois, Mc Cord said, administrators “tend to manage the intersection of consensual personal relationships and workplace relationships as conflict-of-interest issues.” Separate from that, he added, there are also much stronger policies on sexual harassment, which can be invoked “if someone attempts to abuse their power in the workplace or classroom to force a personal relationship on someone.” Mc Cord said he thought Northern Illinois’s stance -- trying to manage relationships rather than ban them -- was “fairly typical.” He noted that the institution also has a nepotism policy that requires an alternate supervision plan when family members are in an employee-supervisor relationships.This comes up most often at the departmental level when, for example, one faculty member who is married to another faculty member becomes chair, he said.
The policy doesn’t ban these relationships outright but says that romances “between employees in which one has direct or indirect authority over the other are always potentially problematic.