Effective employee performance is crucial in safeguarding the competitive positioning of an organization in the marketplace. However, realizing a strong and highly motivated workforce that is committed to a company’s mission and objectives is no doubt a challenging engagement for many managers (Kidwell, et al., 2010). In a move to promote productivity, the HR manager has implemented an employee engagement policy with the aim of enhancing workplace satisfaction, motivation and thus employee retention. This was prompted by increase in employee turnover rates, absenteeism, and constant management-worker conflicts, an element that had witnessed decreased production output by company.
In its most basic form, this employee engagement policy provided for the enhancement communication and the identification and resolution of the diverse problems threatening the optimal productivity by employees. True to the letter, as organizations seek to fully exploit the productive capabilities of its workforce, workers have their expectations in return. Indeed, reliable productivity is best realized only when employers appreciate the varied socioeconomic, career, and health among other interests by employees (Mcknight, et al., 2001). From an employee behavior point of view, an effective employee engagement strategy should take into consideration employee needs and expectations such as career development, social life, and workplace safety (Kidwell, et al., 2010).
To realize this demands, the employee engagement policy in our company offered workers with career training programs; fully or partly footed by the organization. These include arranging seminars and part-time study programs for interested workers. In terms of addressing the social needs ...
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...efits to an organizations. Therefore, effective employee engagement initiatives should promote workforce retention through ensuring employee satisfaction, motivation, and commitment to the goals and objectives of the organization.
References
Kidwell, R., Bennett, N. & Valentine, S. (2010). The Limits of Effort in Understanding Performance: What Employees "do" and What Might Be Done about It. Journal of Applied Management and Entrepreneurship, 15, 34-39.
Mcknight, D. H., Ahmad, S. & Schroeder, R. G. (2001). When Do Feedback, Incentive Control, and Autonomy Improve Morale? The Importance of Employee-Management Relationship Closeness. Journal of Managerial Issues, 13, 67-74.
Robbins, S. P. & Judge, T. A. (2009). Organizational behavior (custom ed.). Upper Saddle River, NJ: Prentice-Hall.
The American Bible Society. The Holy Bible; King James Version.
Workers feeling, which includes competitive compensation and reward strategies, professional growth and development, career paths and succession plans and the organizations leadership and culture are contributing factors of employee engagement
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
I selected to discuss the employee engagement process intervention method. According to Kahn (1990), employee engagement is when organizational members utilize their emotional, cognitive, and physical means in order to perform their duties (as cited in Xu & Thomas, 2011). The purpose of using the employee engagement process intervention method is to convert the culture in management from one that is traditional to one that has shared responsibilities, collaborative, and team focused (Holman, Devane, & Cady, 2007). Furthermore, the purpose of this intervention method is to achieve an environment with open communication, and individual accountability of the culture (Holman et al., 2007).
Robbins, S. P., & Judge, T. A. (2007). Organizational Behavior (12th ed.). Upper Saddle River, New Jersey, United States of America: Pearson Prentise Hall.
Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw- Hill/Irwin. pp. 406- 441.
Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin.
The study of employee engagement has been a steady increase over the last ten years, due to the fact that employee engagement has a significant factor in an organization 's success and competitive advantages (Saks & Gurman, 2014). Employee engagement is defined as employees who are engaged “for the best interest of the organization, and it is associated with meaningfulness, safety, and ability” (Abu-Shamaa, Al-Rabayah & Khasawneh 2015). This results in employees being dedicated, focus and willing to do what it takes to get the tasks done. Similarly, having the effectiveness of value and pride towards their work. In contrast, employee burnout is the opposite of employee engagement. Burnout is a “syndrome of weariness with work
Employee engagement, a term devised by Gallup research group, is viewed as an important management tool for any company who wants to be an effective and productive organization. Researches have shown that employee can contribute positively to the organization vision and goal when a company engage them effectively. The employee will also feel more passionate about their work and have a sense of belonging.
An engaged employee is vested and absorbed, they are emotionally committed to the company’s success. When employees are not content they modestly producing and often do not care about their overall performance, simply going thru the motions. Apple uses a fundamental HR strategy - Hire for innovation- the employees they hire are a great talent, that fits the company’s atmosphere of we are the best. Apple prides itself on having the very best in their field working at Apple, employees are exclusively selected, only the best of the best, creative, skilled, innovative and highly motivated. Apple does not settle for less with the talents and qualifications of their employees. Talent acquisition is one most important thing one can do for their company according to (Tatley, 2014) (“Steve Jobs’ Top Hiring Tip: “Hire The Best”, 2014). Managing an organization 's talent is so fundamental that it can determine the success or failure of the company. Apple understands the importance of aligning their HR strategies and corporate strategies particularly as it relates to talent and recruitment. Exclusively selected employees are critical to Apple’s success, employees know they are important and are hired because they possess vital skills needed to move the company forward. Highly motivated employees who are exclusively selected are engaged and motivated, knowing they are making a difference to a company, their creative ideas offer technological advances that move us forward every
Definition. Schaufeli’s (as cited in Truss, Delbridge, Alfes, Shantz, & Soane, 2014, p. 26) ideas on employee engagement can be explained by using the Job Demands-Resources (JD-R) model. Job demands and availability or lack of resources, both job and personal, either contribute to or deter employee engagement, this is illustrated by the JD-R (Truss et al., 2014). On the positive side, according to Truss et al. (2014) job and personal resources “foster engagement in terms of vigor (energy), dedication (persistence) and absorption (focus)” (p. 26). An employee who has the resources needed to do their job is better equipped to do the job and thereby better able to perform their job (Truss et al., 2014). Employees who are better able to meet job
Employees perform productive behaviors by engaging in behavior that contributes positively to organizational goals and objectives (Britt & Jex, 2008, para 2). Organizations intend for employees to adapt to behaviors that will positively increase the functioning of the agency. This is done through proper training and efficient skills to complete significant roles. Positive long-term effects result from productive employee behaviors. Employees who contribute to the organization help ease financial burdens and strengthen job performances. The goal for most organizations is to have numerous employees perform duties that require little or no excess supervision. New employees train to self-sustain in an organization through strong leadership and staff recognition. The act of being productive relates with performance and a person’s effectiveness on-the-job. Workers achieving a great deal in a short amount of time are known as efficient workers. ...
Robbins, S.P. & Judge, T.A. (2009). Organizational Behavior. Upper Saddle River, NJ: Pearson Education, Inc.
Here are some figures that display how Employee engagement practices have bolstered up the efficiency and productivity of the employees and in return have augmented the profits of the companies. According to a new meta-analysis that was conducted by the Gallup organisation amongst 1.4 million employees, the organisations that focus on employee engagement practices to a large extent have reported 22% increase in productivity. These practices even impr...
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
The purpose of this report is to brief the management on the importance of employee satisfaction in achieving the competitive goals of the organization through increasing the retention of the employees.