Employee Engagement, Stress Management, and Conflict Management - Video Notes (Vocabulary Flashcards)

Vocabulary flashcards covering key concepts from engagement, stress management, and conflict management sections of the video notes.

Employee engagement

The strategy to build a partnership between the organization and its employees so everyone understands and is committed to achieving organizational objectives.

Fully engaged employee

An employee who is intellectually and emotionally bound to the organization, gives 100%, and goes beyond duties to delight customers and drive business forward.

Reluctant employee

An employee who has an 'it's just a job' mentality, does the minimum, and does not go the extra mile.

Actively disengaged

An employee with a negative relationship to the organization, unhappy, often looking for other employment and may undermine work.

Presenteeism

Being physically present at work but not producing, accounting for a large portion of lost productivity.

Benefits of engagement

Engagement improves job satisfaction, reduces absenteeism and turnover, enhances performance, and increases loyalty, productivity, and profitability.

Inspirational leader

A leader who expresses emotions, tells the truth about the company, offers a hopeful future, and invests in the workplace to achieve high results.

Leaders who inspire (seven elements)

Leaders invest in relationships, foster learning from mistakes without punishment, avoid fear, communicate openly, provide clear direction, and maintain a long-term culture.

Turnover costs

In the US, turnover costs are estimated at about $5 trillion annually, with engagement linked to financial performance and customer loyalty.

Emotions in management

The essence of effective people management is managing emotions, as engagement is closely tied to emotional factors.

Causes of disengagement

Lack of strategic vision, unclear fit of roles to goals, poor communication of vision, and perceived unfairness or disrespect.

Work-life balance

Lack of balance and flexibility; supportive practices like flexible hours and family-friendly benefits reduce disengagement.

New employee orientation

Effective onboarding that communicates goals, values, services, procedures, resources, and benefits to new staff.

Supervisor actions to boost engagement

Provide clear performance expectations, relate work to the big picture, monitor performance, give feedback, and hold people accountable.

Onboarding plan importance

A structured plan to introduce new employees to coworkers and key people and provide initial training.

Workspace and resources

Providing adequate workspace, up-to-date equipment, tools, and resources to help employees be productive.

Employee development plan

An annual evaluation goal reflecting needed skills and desired development, with recognition for contributions.

Self-management and attitude

Engagement starts with the supervisor’s attitude; negativity can undermine staff engagement.

Stress

A physical, chemical, or emotional factor causing bodily or mental tension that can affect health.

Fight or flight

Physiological preparation to cope with a perceived crisis: heightened senses, faster heart rate, quicker breathing, sweating.

Good stress vs bad stress

Both types stimulate the body; good (eustress) and bad (distress) can be unhealthy if long-lasting.

Short-term vs long-term stress

Short-term stress is temporary; long-term stress arises from ongoing demands and can cause health issues.

Burnout

Exhaustion from sustained pressure, leading to reduced motivation and degraded performance.

Danger signals

Physical and emotional cues indicating stress; recognizing them helps manage stress.

Stress management plan

A plan to identify danger signals and stressors, set goals, implement solutions, and evaluate progress.

Coping techniques

Methods such as slow deep breathing, stretching, relaxation, regular exercise, good nutrition, sleep.

Self-talk and coping

Positive thinking, visualization, and encouraging self-talk to manage stress and maintain confidence.

Conflict

A clash of opinions or needs; a fight or disagreement between people with different perspectives.

Causes of conflict

Misunderstandings, perceived threats to needs, organizational structure, personal values, and relationships.

Costs of unresolved conflict

Low productivity, low morale, high stress, absenteeism, lawsuits, and turnover.

Conflict management process

A six-step process: Introduction, Listening, Clarifying, Problem solving, Action plan, Follow-up.

Active listening

Paying attention, maintaining eye contact, open body language, paraphrasing, reflecting feelings, nonjudgmental feedback.

Trust in the workplace

Trust is earned and built through courtesy, respect, composure, sincerity, integrity, mutual gain, and reliability.

Management best practices for conflict prevention

Be accessible, walk around, listen, respond quickly, base actions on facts, treat employees fairly and consistently.

Gossip and blame

Avoid gossip and blaming; address issues directly to prevent escalation of conflict.