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Related Literature For Employee Engagement
Employee engagement sies college of management studies working paper series
Employee engagement sies college of management studies working paper series
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The buzzword in the global HR arena these days is ‘employee engagement’. Its impact has become so immense that is has become somewhat indispensible in the realm of the business world where operational efficiency and profit earning are the sole endeavour of any company. The questions are often asked regarding the utility of the employee engagement policies that are adopted by the companies especially in this world of cutthroat competition. These policies have been extremely useful one hand for the organisations; on the other hand they have been a failed drastically as effective HR and internal communications function in lot of companies. 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...
Employee engagement is shaped by many internal and external variables. Basic needs such as fair pay and safe working conditions were primary considerations in the late 1800s. Early theorists focused primarily on the individual and theories and research centered on individual motivation and outcomes. Significant work was spent on reshaping tasks to improve productivity and output. As safe working conditions and fair pay became commonplace, different variables such as job enrichment and personal growth became important for individual workers.
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
A study conducted by BlessingWhite (2013) highlights five levels of employee engagement. The first level is the “engaged”. The engaged employee exhibits high contribution and high satisfaction, these employees find great satisfaction in their work, they are strongly committed to the organizations mission and goals, and have a positive impact on employee morale. The second level of employee engagement is the “almost engaged” having a medium level of job satisfaction and contribution. These employees are genuinely satisfied with their job and are considered top performers within the organization. The third level are considered “honeymooners and hamsters” these employees exhibit a high job satisfaction but low contribution levels. Honeymooners are considered newer employees and are seeking their role with the organization, while also seeking ways to contribute to the mission. Hamsters, on the other hand, are sincerely hard workers, however they routinely work non-value added task, therefore contributing little to the organization. Level four consist “crash and burners”. The “crash and burners” have a high contribution level but also exhibit a low level of job satisfaction. The “crash and burners” often complain about decisions made by upper level management as well as complain about
It is crucial to recognize how important it is for a social worker to apply the proper engagement strategy. Every person is different, so not every engagement strategy works for everyone. In order to engage effectively, a social worker would have to consider the client’s strengths, challenges, and countertransference from the social worker toward the client. The case that will be examined is an 87-year-old Iranian Muslim male who is being treated for end -stage liver cancer and does not speak English. It would be important to engage with the client and his family in a compassionate and effective manner as well as with the respect for their culture, religion, and spiritual beliefs.
AB appears to struggle with trust. During initial engagement he is described as guarded. He appears not to be forthcoming about some things. AB stated things he has said has been misconstrued or misinterpreted. So he has become selective in the information he shares. He has had encounters with various service providers throughout his 15 years in care. When he appears uncomfortable he shuts down. When he believes he is being judge or degraded he becomes offensive and verbally aggressive. AB needs additional time, additional time and positive reinforcement. He needs to feel as if he has control of areas of his life. During the engagement process, one should focus on him as a person and she him as a victim of the trauma he has experience.
Employee engagement schemes such as organizing workshops bridges the gap between the management and the employee as listening to the employee grievances solves half of the problem. The other half lies in how the management is able to provide a timeline of solutions.
Planning to Become an Employer of Choice It seems that most companies' leaders still appreciated the need to focus on talent acquisition and retention as a key imperative. As study reveals a great number of managers support the conclusion that the greatest drivers of employee engagement and retention are intangible - mostly related to the way a manager treats employees. In fact in reviewing the list of Engagement Practices, most of them are intangible and within the power of the manager to implement. In the end, it doesn't matter whether they are tangible or intangible.
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.
MacLeod, D. and Clarke, N. (2009), Engaging for success: enhancing performance through employee engagement, London: Department for Business, Innovation and Skills
It is a well-established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge, they have to invest in human resources, and placing their employees on top priority. This notion has led to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance of employees, organisations must motivate their employees, and engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promote the environment that promotes the organizational commitments and organizational citizenship behavior.
Motivation is key in the workplace. It is developed from the collaboration of both conscious and unconscious principles such as the strength of desire or need, motivating force or reward estimation of the objective, and desires of the person and of his or her peers/co-workers. These elements are the reasons one has for carrying on a specific way. An illustration is an understudy that invests additional energy contemplating for a test since he or she needs a superior review in the class. The Inside and outside principles that animate want and vitality in individuals to be constantly intrigued and centered around their work, part or subject, or to try to achieve an objective.
Another large debate in the issues and impacts of obesity is the responsibility of employer’s. Especially for those whose obesity comes from a sedentary lifestyle. Or perhaps need the preventative measures of keeping obesity at bay. A hot topic on the rise is whether or not employers should be mandated to give employees a work-out period in their schedule. The employers could offer employee’s incentives for utilizing resources (a company gym, discounted memberships, and dietician, walking a company track) and by using the resources keep costs low. Though initially it could be costly to take on the responsibility to offer extra incentives to employee’s it could offer long term potential savings. (Villareal, Apovian, Kushner, and Klein 2005) Those whose companies offer various programs and actively engage in them express more happiness, productivity, a greater quality of life, and overall better health. Better health allows for employee’s to serve their employers better. They use less sick pay, keep insurance premiums low, and are more likely to be in tune with their daily job. So while the initial cost may be high, the long term financial gain of a happy, healthy, productive team is hard not to invest in!
Describe and explain how this factor can potentially have a positive influence on workplace relationships
Positive organizational behavior is a effective leader in the workplace, because you set up a team strength, and work with partners to achieve goals. Their success brought confidence for the workplace.
To excel in the workplace, the expectations of an employee include more than what they do physically. They also include the mental and social aspects, particularly if that employee is expected to work with a diverse set of individuals to complete certain tasks. After all, all types of people seek out employment and discrimination in the workplace is unacceptable since all people deserve a chance to work for a living. Each individual has the responsibility to not only be able to work with others, but to make working with each other a pleasant experience so as to make teamwork and communication easier.With all parts of a company working smoothly, the success of the overall company is assured.