Engaged Engineers at Work: Insights on What Matters Most
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1 Engaged Engineers at Work: Insights on What Matters Most Nadya A. Fouad, Ph.D Romila Singh, Ph.D University of Wisconsin-Milwaukee Presentation at the NAE-AAES Convocation April 28, 2014
2 Engagement in Engineering- Why Should We Care? Warnings from Rising above the Gathering Storm Engineers are critically needed for US innovation Engineering profession has the highest turnover compared to other skilled professions: accounting, law, medicine, and higher education. ROI on STEM careers is not optimally realized Loss of engineers=loss to organizations and profession, loss to society, loss to the U.S. s competitive edge, loss to individual Need to understand what organizational factors keep engineers engaged in the profession
3 A Trilogy for Engineering Engagement Engineers engagement with their work and the profession is predicted by a trilogy of factors- Presence of high levels of job/career satisfaction and commitment Presence of supportive organizational practices and behaviors Absence of detrimental organizational practices and behaviors
4 Data Overview Two NSF-funded studies to assess engineers perspectives on their engineering careers Formally partnered with top 30 universities with the highest number of women and URM engineering graduates (list from ASEE, 2008). Self-report web-based surveys sent to women and men who graduated with an undergrad in engineering Data collection in progress with male engineering alumni Who s an engineer? Participants asked to self-identify whether they were currently working in engineering
5 Respondents Profile 1,934 women; 995 men (to date) Mean Age: Men = 43 years; Women = 37 years Marital/Co-habitation status: Men = 80%; Women = 71% Parental status: Men with kids 40%; Women with kids = 40% Represented all major areas of engineering and all SIC industries
6 Engineers Work Satisfaction and Commitment Related to high levels of: Supportive supervisors and coworkers Opportunities for training and development Recognition of accomplishments Supportive work-life climate Related to low levels of: Role ambiguity Chilly work climate Sexism and supervisory undermining behaviors
7 Satisfaction with the Engineering Profession Engineering satisfaction is related to high levels of: Opportunities for training and development Opportunities for promotion Recognition of accomplishments Coworker support
8 Satisfaction with the Profession Engineering satisfaction is related to low levels of: Role ambiguity Family interference with work Chilly Climate (i.e., sexist work behaviors and supervisory undermining behaviors)
9 Commitment to the Profession Commitment to Engineering is related to high levels of: Opportunities for training and development Recognition of accomplishments Supportive work-life climate Commitment to Engineering is related to low levels of: Role ambiguity, conflict and overload Chilly Climate (i.e., sexist work behaviors)
10 Gender Differences in Engagement? Both men and women reported positive impact of supportive work practices on engagement Women report greater advancement opportunities, greater work/life support But, women report less supervisory and coworker support Both men and women report the negative impact of a chilly work climate on engagement But, women report more sexist work behaviors and undermining behaviors from supervisors and co-workers
11 Gender Differences in Engagement? Women are more satisfied and committed to their organizations than men Men are more satisfied with the engineering profession than women Women are more committed to the engineering profession than men
12 Engagement is Malleable Organizations can choose to enhance engagement by: Creating systems and policies that -- Invest in skills-based training & professional development Provide transparent paths with clear, fair criteria for mobility and advancement Clearly define work roles and goals Train bosses to be supportive Creating a work culture that -- has zero-tolerance for sexism and undermining recognizes employees contributions and cares about their well-being respects employees work-life obligations
13 Please contact us: Questions? Dr. Nadya Fouad Dr. Romila Singh Thank you!
14 Sexist and Undermining Work Behaviors Examples of undermining behaviors targeted at women by their managers and co-workers: Being belittled, insulted, talked about behind their back Being pulled back when trying to succeed at work Sexist work behaviors are evident when women are treated in a condescending, patronizing manner by senior managers and co-workers return
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