Prabandhan: Indian Journal of Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Design Thinking : A Creative Approach to Develop an Employee Experience Scale


Affiliations
1 Associate Professor, Balaji Institute of Management and Human Resource Development, Sri Balaji University Pune, Survey No. 55/2-7, Tathawade, Opp. Wakad Police Station, Off Pune-Mumbai, Highway, Imm Road, Tathawade, Pimpri-Chinchwad, Pune - 411 033, Maharashtra., India
2 Assistant Professor, Balaji Institute of Management and Human Resource Development, Sri Balaji University Pune, Survey No. 55/2-7, Tathawade, Opp. Wakad Police Station, Off Pune-Mumbai, Highway, Imm Road, Tathawade, Pimpri-Chinchwad, Pune - 411 033, Maharashtra., India
3 Associate Professor, Lexicon Management Institute of Leadership and Excellence Pune - 412 207, Maharashtra., India
     

   Subscribe/Renew Journal


The study aimed to develop and empirically validate the construct of employee experience, representing an organization’s ability to manage the employee experience. Organizations that build and work on employee experience develop expertise in deploying resources and routines to understand, evaluate, and improve how they interact with their workforce across all contact points. A rigorous process was employed to identify, operationally define, evaluate, and validate various dimensions reflecting employee experience. The dimensions were developed and validated using design thinking as an approach — focusing on empathy to identify the gains and pains of employees in the education sector. The empirically validated 29-item measurement scale provided practitioners with an approach to evaluate and improve their organization’s employee experience quotient. It permits comparisons of individuals and organizations, enabling competitive benchmarking within and across industry sectors. Developing valid and reliable measurement scales is an essential first step in measuring the experience in an organization. The paper recommended a theoretical foundation for the employee experience construct and authenticated an equivalent measurement scale. The scale was developed prudently to accomplish the specificity required to undertake the meaningful expert-centric valuation. The developed scale permits future intellectual investigation through employee experience evaluations both inside and amongst organizations or sectors.

Keywords

Employee Experience, Scale Development, Competitive Gain, Organization Culture, Design Thinking, Touchpoints, Pain Points, Gain Points

JEI Classification Codes : M10, M59, O15

Paper Submission Date :June 1, 2022 ; Paper sent back for Revision : December 15, 2022 ; Paper Acceptance Date : January 25, 2023 ; Paper Published Online : February 15, 2023

User
Subscription Login to verify subscription
Notifications
Font Size

  • Banerjee S. Delawalla A. Jeruchimowitz P. & McMillan K. (2020). Reimagining the employee experience through the operating model. Accenture Strategy. https://www.accenture.com/inen/insights/strategy/employee-experience

  • Brooks R. (2016, June 15). How to improve employee experience with design thinking. Workday. https://blog.workday.com/en-us/posts/2016/06/employee-experience-design-thinking.html

  • Chug P. K. & Vibhuti. (2017). Enhancing employee engagement through a novel mathematical model in the hospitality sector of India. Prabandhan: Indian Journal of Management, 10(8), 7–24. https://doi.org/10.17010/pijom/2017/v10i8/117425

  • Dam R. F. (2021). 5 stages in the design thinking process. Interaction Design Foundation (IxDF). https://www.interaction-design.org/literature/article/5-stages-in-the-design-thinking-process

  • Deloitte University Press. (2017). Rewriting the rules for the digital age: 2017 Deloitte global human capital trends. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/centraleurope/ce-global-human-capital-trends.pdf

  • Durai T. & King R. (March 2018). Employee experience and its influence on employee engagement – with reference to innovative tech companies in Chennai. International Conference on Emerging Trends in Management, 5(4), 276 – 279

  • Foresee.com. (2014). Measuring employee experience to drive positive employee engagement. https://docplayer.net/14458765-Measuring-employee-experience-to-drive-positive-employeeengagement-a-foresee-white-paper.html

  • IBM & Globoforce. (2017). The Employee Experience Index around the globe (Thought Leadership Whitepaper). https://www.ibm.com/downloads/cas/0O6GXMQE

  • Itam U. & Ghosh N. (2020). Employee experience management: A new paradigm shift in HR thinking. International Journal of Human Capital and Information Technology Professionals, 11(2), 39–49. https://doi.org/10.4018/ijhcitp.2020040103

  • Jnaneswar K. (2019). Can work engagement and job satisfaction predict employee innovation? Case of Indian telecom employees. Prabandhan: Indian Journal of Management, 12(10), 7–19. https://doi.org/10.17010/pijom/2019/v12i10/147813

  • Kaur D. & Batra R. (2018). Effectiveness of training and soft skills for enhancing the performance of banking employees.Prabandhan:Indian Journal of Management,11(9),38–49. https://doi.org/10.17010/pijom/2018/v11i9/131614

  • Kummitha R. K. (2018). Institutionalising design thinking in social entrepreneurship: A contextual analysis into social and organizational processes. Social Enterprise Journal, 14(1), 92–107. https://doi.org/10.1108/SEJ-12-2016-0059

  • Lemon L. L. (2019). The employee experience: How employees make meaning of employee engagement. Journal of Public Relations Research, 31(5–6), 176 – 199. https://doi.org/10.1080/1062726X.2019.1704288

  • Liley M. Feliciano P. & Laurs A. (2017). Employee experience reimagined. Accenture Strategy.https://www.accenture.com/_acnmedia/PDF- 64/Accenture_Strategy_Employee_Experience_Reimagined_POV.pdf

  • Ludike J. (2018). Digital employee experience engagement paradox: Future proofing retention practice. In, M. Coetzee, I. Potgieter, & N. Ferreira (eds.), Psychology of retention (pp. 55–73). Springer International Publishing. https://doi.org/10.1007/978-3-319-98920-4_3

  • Maurer R. (2019, May 7). Employee experience: The newest HR mandate. SHRM. https://www.shrm.org/hrtoday/news/hr-news/pages/employee-experience-the-newest-hr-mandate.aspx

  • Morgan J. (2015). Why the future of work is all about the employee experience. Forbes. https://www.forbes.com/sites/jacobmorgan/2015/05/27/why-the-future-of-work-is-all-about-theemployee-experience/?sh=4083594b6f0a

  • Ninan N. Roy J. C. & Thomas M. (2019). Benefits of cross-training: Scale development and validity. Prabandhan: Indian Journal of Management, 12(6), 41–56. https://doi.org/10.17010/pijom/2019/v12i6/144935

  • Osterwalder A. & Pigneur Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers (Vol. 1). Wiley.

  • Pandita D. & Bedarkar M. (2015). Factors affecting employee performance: A conceptual study on the drivers of employee engagement. Prabandhan: Indian Journal of Management, 8(7), 29–40. https://doi.org/10.17010/pijom/2015/v8i7/72347

  • Plaskoff J. (2017). Employee experience: The new human resource management approach. Strategic HR Review, 16(3), 136–141. https://doi.org/10.1108/shr-12-2016-0108 Qualtrics.xm. (n.d.). Your ultimate guide to employee experience (EX). https://www.qualtrics.com/experiencemanagement/employee/employee-experience/

  • Raj S. (2021, September 24). India best-performing market in the world; China among the worst. The Economic Times. https://economictimes.indiatimes.com/markets/stocks/news/india-best-performing-marketin-the-world-china-among-the-worst/articleshow/86477631.cms

  • Rana S. (2015). Employee engagement instruments: A review of the literature. In, UFHRD Conference 2015, University College Cork, Ireland. https://www.coursehero.com/file/147532366/EmployeeEngagement-Instruments-A-Review-of-the-Literaturedocx/

  • Randhawa M.(2020, January23).Five steps to scale employee experience. https://www.myhrfuture.com/blog/2020/1/22/five-steps-to-scale-employee-experience

  • Rhoades L. & Eisenberger R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714. https://psycnet.apa.org/doi/10.1037/0021-9010.87.4.698

  • SHRM. (2022). Design thinking for HR transformation. https://www.shrm.org/events/shrm-indiaevents/pages/design-thinking-for-hr-transformation.aspx Swamy, D. R., Nanjundeswaraswamy, T. S., & Rashmi, S. (2015). Quality of work life: Scale development and validation.International Journal of Caring Sciences,8(2),281–300. https://www.internationaljournalofcaringsciences.org/docs/6_swamy.pdf

  • Vantage Circle. (2022, August 12). Understanding employee journey mapping for better engagement [blog post]. https://blog.vantagecircle.com/employee-journey-mapping/

  • Yohn D. L. (2016, December 08). Design your employee experience as thoughtfully as you design your customer experience. Harvard Business Review. https://hbr.org/2016/12/design-your-employee-experience-asthoughtfully-as-you-design-your-customer-experience


Abstract Views: 215

PDF Views: 0




  • Design Thinking : A Creative Approach to Develop an Employee Experience Scale

Abstract Views: 215  |  PDF Views: 0

Authors

Rajeshwari Vivek Patil
Associate Professor, Balaji Institute of Management and Human Resource Development, Sri Balaji University Pune, Survey No. 55/2-7, Tathawade, Opp. Wakad Police Station, Off Pune-Mumbai, Highway, Imm Road, Tathawade, Pimpri-Chinchwad, Pune - 411 033, Maharashtra., India
Priyanka Pandita
Assistant Professor, Balaji Institute of Management and Human Resource Development, Sri Balaji University Pune, Survey No. 55/2-7, Tathawade, Opp. Wakad Police Station, Off Pune-Mumbai, Highway, Imm Road, Tathawade, Pimpri-Chinchwad, Pune - 411 033, Maharashtra., India
Ganesh Waghmare
Associate Professor, Lexicon Management Institute of Leadership and Excellence Pune - 412 207, Maharashtra., India

Abstract


The study aimed to develop and empirically validate the construct of employee experience, representing an organization’s ability to manage the employee experience. Organizations that build and work on employee experience develop expertise in deploying resources and routines to understand, evaluate, and improve how they interact with their workforce across all contact points. A rigorous process was employed to identify, operationally define, evaluate, and validate various dimensions reflecting employee experience. The dimensions were developed and validated using design thinking as an approach — focusing on empathy to identify the gains and pains of employees in the education sector. The empirically validated 29-item measurement scale provided practitioners with an approach to evaluate and improve their organization’s employee experience quotient. It permits comparisons of individuals and organizations, enabling competitive benchmarking within and across industry sectors. Developing valid and reliable measurement scales is an essential first step in measuring the experience in an organization. The paper recommended a theoretical foundation for the employee experience construct and authenticated an equivalent measurement scale. The scale was developed prudently to accomplish the specificity required to undertake the meaningful expert-centric valuation. The developed scale permits future intellectual investigation through employee experience evaluations both inside and amongst organizations or sectors.

Keywords


Employee Experience, Scale Development, Competitive Gain, Organization Culture, Design Thinking, Touchpoints, Pain Points, Gain Points

JEI Classification Codes : M10, M59, O15

Paper Submission Date :June 1, 2022 ; Paper sent back for Revision : December 15, 2022 ; Paper Acceptance Date : January 25, 2023 ; Paper Published Online : February 15, 2023


References





DOI: https://doi.org/10.17010/pijom%2F2023%2Fv16i2%2F172730