Essays on Management of Workforce Engagement Coursework

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The paper "Management of Workforce Engagement " is a great example of management coursework.   Employers all over the world concur that the business world currently is in dismal need for a more productive and competent workforce (Cook, 2008). Every now and then, they are relentlessly searching for new methods in which they can make sure that institutions always stay ahead of their competition. Therefore, employers have realized that they can be able to achieve their ultimate goal if they change their emphasis on employee engagement which may create a condition where employees offer more of their capabilities and their potential (Cook, 2008).

Employee engagement is grounded on trust, integrity two-way commitment as well as communication within its staff members. It is an approach that increments the opportunities for success in business while at the same time contributing to the performance of both an individual and the organization. In addition, employee engagement is about understanding one’ s character within an organization as well as being energized on where it corresponds to the in the goals and objectives of an organization (Carasco-Saul, Woocheol and Taesung, 2015).

Furthermore, employee engagement concerns the pride of employees and their loyalty as they work within an organization. Therefore, this essay will highlight the factors that contribute to the workforce engagement. Furthermore, it will discuss the issue of leadership as a major challenge to the workforce engagement. Leadership in Workforce Engagement There are a number of factors that contribute to the engagement of a workforce within an organization. A workforce is affected by aspects such as strategic alignment within an organization. They tend to work hand in hand with where the business is heading as well as how it is going to get there (Gruman and Saks, 2011).

In addition, peer culture also affects employee engagement. Highly effective peer relationship results in highly engaging as well as productive employees who are eager to drive organizational performance. Moreover, nature of career also affects the employee engagement because if employees are offered meaningful career paths, they will be inspired to work more aggressively so as to grow, develop and lead to their goals (Gruman and Saks, 2011). Development opportunities are another factor that affects the engagement of employees within an organization.

If employees are offered both formal learnings as well as an opportunity to practice their newly attained skill set, they will be highly engaged to learn from other outside formal learning (Macky and Boxall, 2007). Also, personal influence plays a major role in influencing employee engagement. Employees feel that they have the ability to strive in order to seek better methods of performing work, innovating new thoughts and that their efforts will be recognized. Due to globalization, organizations are altering their structure due to the competition they face in this big arena.

Therefore, organizations are accumulating more value to their staff members as well as their skill set in order to create a workforce that offers them a competitive as well as a strategic advantage over their competitors (Macky and Boxall, 2007). Therefore, leaders of organizations play a major role in ensuring that this happens within their organization. Leaders have their various roles in encouraging employee engagement such as transactional leadership, leader-member exchange and transformational leadership.

References

Carasco-Saul, M., Woocheol, K and Taesung, K 2015, Leadership and Employee Engagement: Proposing Research Agendas through a Review of Literature, Human Resource Development Review, vol. 14, no. 1, pp. 38-63.

Cook, S 2008, The essential guide to employee engagement : better business performance through staff satisfaction, London Philadelphia, Kogan Page

Gordon, R 2010, Dispersed Leadership: Exploring the Impacts of Antecedent Forms of Power Using a Communicative Framework, Management Communication Quarterly, vol. 24, no. 2, pp. 260-287

Gruman, J.A and Saks, A.M 2011, Performance management and employee engagement, Human Resource Management Review, vol. 21, no. 2, pp.123-136.

Macky, K and Boxall, P 2007, The Relationship between “High-Performance Work Practices and Employee Attitudes: An Investigation of Addictive and Interaction Efforts, Journal of Human Resource Management, vol. 18, no. 4, pp. 537-567.

Markos, S. and Sridevi, M 2010, Employee Engagement. The Key to Improving Performance, International Journal of Business and Management, vol. 5, no. 12, .p.89-90.

Maxwell, J 2013, 5 levels of leadership : proven steps to maximise your potential, Hodder & Stoughton Ltd.

Pentareddy, S. and L. Suganthi 2015, Building affective commitment through job characteristics, leadership and empowerment, Journal of Management & Organization, vol. 21, no. 3, pp 307-320

Rice, C & Marlow, F 2012, The engagement equation leadership strategies for an inspired workforce, Hoboken, N.J: Wiley.

Truss, C., Delbridge, R., Alfes, K., Shantz, A. & Soane, E 2013, Employee engagement in theory and practice, Milton Park, Abingdon, Oxon New York, NY: Routledge.

William, K 2010, ‘The essence of engagement: lessons from the field’ in Simon Albrecht (ed) 2010, Handbook of Employee Engagement: Perspectives, Issues, Research and Practice, Edward Elgar Publishing.

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