Essays on Various Means of Ensuring Employee Engagement for the Benefit of the Organization Coursework

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The paper 'Various Means of Ensuring Employee Engagement for the Benefit of the Organization" is a great example of management coursework.   The manner in which business is being done in the world is changing due to the impacts of globalization. This has therefore led to increased competition and many organizations are looking for means of improving their performance. Most organizations have however realized that to withstand this competition, they must meet the needs of the employees and make them fully engaged in the organization. This article looks at various means of ensuring employee engagement for the benefit of the organization. Article summary This article is about employee engagement as a way of increasing the performance of an organization.

The article defines employee engagement as the willingness and the ability of the employees to actively participate in the welfare of the organization. However, research has shown that to add on the employee engagement the organization has to provide various incentives such as proper working relationship, communication, rewards, training and a general working environment with favorable conditions for increased performance of the employees. The incentives are classified into five elements which include ensuring the efforts of the employees with the organization strategy, empowering the employees, promoting collaboration among the working team, assisting the employees to grow and develop in their various aspects and finally supporting and recognizing the efforts of the employees where appropriate (Markos & Sridevi, 2010). Research has found that communication is the most important driving force for employee engagement.

This is because communication where the employees are informed of the vision and mission of the organization, involved in decision making, and getting feedback to most for their concerns.

Communication makes the employees feel involved and recognized as part of the organization. Most of the factors that increase employee engagement are non-financial. An organization may be giving small salaries and wages to the employees but because of a favorable working environment, employees may increase their engagement in the organization (McCormick, 2009). The article also considers the relationship between employee engagement and organizational performance. Every organization must invest its resources on employee engagement. This is because the outcomes of the organization rely on the efforts made by the employees.

Therefore, investing in employee engagement is like working on improving the outcomes of the organization. An organization that has highly engaged employees usually gets more than average on its revenue growth. Engaged employees are characterized by talking about the organization, staying in the organization and always striving on behalf of the organization. Talking about the organization includes telling it to customers, potential employees and also discussing important organizational matters with the co-workers. Staying in the organization means that the employees desire to work in the organization despite being offered opportunities in other organizations.

Striving for the sake of the organization means that employees may be willing to work extra time and go the extra mile for the sake of the success of the organization (Markos & Sridevi, 2010). On the other hand, employees who are not engaged will never concentrate on their work and other matters of the organization. Such employees cannot commit their extra time for the sake of the employees; they do not show any commitment to the organization and hardly engage themselves in things that are important to the organization.

Generally, these are de-motivated employees who have also been denied a chance to feel part of the organization. For an organization to have a completely engaged team of employees, there are various strategies to be adopted by the management. One of these strategies is that the manager should instil the attitude of employee engagement during the first day of employment. This will ensure the employee starts working with a positive attitude and will continue with the same. The other strategy is that engagement should also be seen from the management team to the junior staff.

It should be the engagement of every member of the organization without any exception. Other important strategies include effective communication, giving employees opportunities to grow and develop themselves within the organization, giving them adequate training and ensuring that the corporate culture is also conducive. All these will make the employees proud when associating themselves with the organization and will improve on their engagement (Cook, 2008).

References

Nohria, N., Groysberg, B. & Lee, L. (2008). Employee Motivation: A powerful new model. Harvard: Harvard Business School.

Cornelius, J. & Martin, J. (2008). Why are we losing all our good people? Harvard: Harvard Business School.

Paula, K. (2008). What’s the big deal about employee engagement? New York: American Society for Training and Development.

Federman, B. (2009). Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty. New York: John Wiley and Sons.

Cook, S. (2008). The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction. London: Kogan Page Publishers.

Townsend, P. & Gebhardt, J. (2007). The executive guide to understanding and implementing employee engagement programs: expand production capacity, increase revenue, and save jobs. Toronto: ASQ Quality Press.

Macey, W., Schneider, B. & Barbera, K. (2009). Employee engagement: tools for analysis, practice, and competitive advantage. New York: John Wiley and Sons.

McCormick, M. (2009). Employee Engagement Process. California: Berrett-Koehler Publishers.

Markos, S. & Sridevi, M. (2010). Employee engagement: the key to improving performance. Ontario: Canadian Center of Science and Education.

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