Essays on Significance of Communication in Employee Engagement Coursework

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The paper "Significance of Communication in Employee Engagement" is an outstanding example of management coursework.   Employee engagement is a concept that is of great significance in the field of human resource management. It refers to the extent to which employees are individually and collectively satisfied with their jobs, experience collaboration and feel valued in the workplace. Employee engagement is a product of thought, attitudes and behaviors resulting from employee’ s commitment, satisfaction and responsibility. Engaged employees tend to be enthusiastic and fully absorbed into their jobs, and can take positive initiatives to further the organization’ s interests and reputation.

They are also more likely to stay with an employer longer and find creative and more effective ways to add value. The result is a flourishing workplace with committed employees and sustained productivity (Deb 2006, p. 14-17). There is substantial evidence in research to support the proposition that employee engagement results in increased organizational performance. For example, a study by Black et al (2000, p. 423-434)found that companies with satisfied employees recorded high revenues and more satisfied customers. This finding has been replicated in several other studies such as Leonard (2004 p.

85-90) and Walsham (2001, p. 599-608). In all these findings, it was shown that improving employee engagement produces better performance indicators in terms of not only financial results but also human results in terms of reduced stress, low employee turnover and high safety. Accordingly, bolstering employee engagement should be at the forefront of human resource management initiatives. A study by Walsham (2001, p. 599-608) showed that in an attempt to reap maximum benefits from employee engagement, organizations implement different strategies and tactics, the most common of which is communication.

This involves speaking with employees regularly, keeping them informed of what is expected of them and being ready to listen to them. As a tool for improving employee engagement, communication helps in ensuring that employees understand the company’ s business objectives and their roles in achieving them. The purpose of this paper is to explain how communication can result in improved employee engagement. The paper is divided into three main sections. The first section explores the centrality of communication in engagement. The second section highlights strategies for enhancing positive communication in the workplace.

The last part explains why the art of listening is important in communication. The Centrality of Communication’ s Role in Employee Engagement Effective communication is vital for improved employee engagement. According to Marchington, and (Wilkinson, 2006, p. 47-48), effective communication involves a two-way flow of information between employees and the organization. This is facilitated through speaking, listening and acting, which help in improving trust between an organization and its employees. As noted by Koprowska (2010, p. 36) in his book, communication is not just an act of exchanging information.

Rather, it is about understanding the intentions and emotions behind the information. It is about not only how the information is communicated that matters but also a willingness by both parties to listen to each other and establish a state of emotional connection that makes communication meaningful. In places of work, effective communication is the glue that deepens connections to improve decision-making, teamwork and problem-solving capabilities. Effective communication enables employers to relay even negative messages without eroding mutual trust or causing conflicts.

References

Black, C, Akintoye, A & Fitzgerald, E 2000, ‘An analysis of success factors and benefits of partnering in construction’, International Journal of Project Management, vol. 18, no. 6, pp. 423-434.

Cameron, D 2000, Good to talk?: living and working in a communication culture, London: SAGE.

Deb, T 2006, Strategic approach to human resource management: concept, tools and application, New Delhi, Atlantic.

Doak L, Doak C, Fischhoff B, Brewer D & Downs S 2011, Communicating risks and benefits: an evidence-based user's guide. New York: Food and Drug Administration

Koprowska, J 2010, Communication and interpersonal skills in social work, Exeter: Learning Matters.

Leonard, M 2004, ‘The human factor: the critical importance of effective teamwork and communication in providing safe care’, Quality and Safety in Health Care, vol. 13, no.1, pp.85-90.

Marchington, M & Wilkinson, A, 2006, Human resource management at work: people management and development, London: Chartered Institute of Personnel and Development.

McIntosh P, Luecke R & Davis H, 2008, Interpersonal communication skills in the workplace, New York, American Management Association.

Shang, S & Seddon, P 2000, A Comprehensive Framework for Classifying the Benefits of ERP Systems. Viewed 2 September 2016, http://aisel.aisnet.org/cgi/viewcontent.cgi?article=1452&context=amcis2000 .

Walsham, G 2001, ‘Knowledge Management’, European Management Journal, vol. 19, no. 6, pp.599-608.

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