Employee Engagement for Environment - Praise - myassignmenthelp

Question: Discuss about theEmployee Engagement for Environment, Praise and Support. Answer: Introduction: In the contemporary scenario noteworthy changes have been noticed in business including stiff competition as well as other business conditions. These issues have driven the business organisations to make significant changes. The idea of employee engagement is rather new. It is a common notion that majority of the employees of an organisation work for the pay which they are being provided. Thinking in such a manner, cannot be deemed correct as it is basically outdated and faulty. Several factors affect the engagement of employees including advancement, autonomy, civilized treatment, commitment towards employer, environment, praise, support, the feeling of working of an organisation, the feeling of working in a reliable organisation, considerations of being challenged and so on. Employee engagement is defined as an outcome of the way in which employees perceive their work, organisational leadership, the rewards and recognition received by them, communication and ethos of the organisation. It is also personified by the passion or energy which the employees have to give to their organisation in order to serve their customers suitably. It can also be explained as the extent to which the employees thrive at work, their degree of commitment to their employer and the level of their motivation to do their best for their own as well as their organisational benefit. Background: According to the employers the business world today is in dire need of much more competitive as well as productive workforce. This is to ensure the fact that the organisation stays ahead in terms of competition. This has led to the realisation among the employers that this goal can be achieved in case the focus is shifted on the employee engagement. It is not unknown that individuals devote more than their lifetimes one-third and around half of their entire day at work, thus indicating that work is the main part of an individuals being. Hence work is the best place to engage and inspire them in reaching their goals and also give meanings. History: Much before the term employee engagement existed, in the early 1990s, it was all about HR or personnel emphasis on the employee satisfaction. This disconnected view, was responsible for alienation of the employees support for the brand. This was also responsible for severing the connection which a potentially engaged employee could possess with the company. In the 2000s, the brands started to move closely for analysis of the relationships which they possess as a brand with their employees. It also includes the reduction of the effects of the brand and their marketing tactics. The increasing competitiveness was responsible for the company analysis of the factors responsible for making it successful. The companies also collect evidence on the employee engagement with organisational benefits of performance, profits, safeguarding and so on. The best levels of employee engagement are also ascertained in order to best utilize the marketing efforts (Shuck Herd, 2012). Arguments for and against: Employee expectation is discussed in many organisations at the time of recruitment in order to retain the employees to the organisation. In case this is done, future problems are not encountered by the organisation related to the employee inspiration towards this organisation. Employee engagement can be a severe problem in situations where employers do not enquire about the preferences of the employees and their vision with the organisation (Albrecht et al., 2015). There are arguments against employee engagement as well. Compensation being linked to employee engagement is in very rare cases. In cases when it is linked to the employees merit pay, bonus, salary, stock options and so on, then unnecessary problems are caused. It has also been argued that employee engagement is useless after four to five years. In certain cases it is said that employee engagement can be gamed as well. That is supposed to mean that the surveys can be inaccurate and this can lead to problems of the workplace. So employee engagement need not be done according to such theories (Anitha, 2014). Applicability: Employee engagement is applicable in organisations which indulge in intense competition and therefore always strive to be on the top. Therefore the levels of engagement need to be ensured such that the organisations can beat their competitors. In these organisations the proper care should be given to ensure that the employees have proper amount of motivation for the job (Wang Hsieh, 2013). Impact: Employee engagement assists the organisation in its growth as it motivates the employees in addition to providing them with incentives to work for the organisation (Shields et al., 2015). In case when employees understand the need in the company, there rises a tendency to work harder and in this situation the employee engagement comes. This situation leads to the recognition of their hard work and also leads to them receiving many rewards (Mone London, 2014). The impact of employee engagement is very well understood by the top organisations of the world. These companies realise that employee engagement is nothing but a force which drives the outcomes related to performance. In the most successful organisations, the principle of engagement is more than just an initiative of human resources. It is a strategic foundation for the ways and methodologies of doing business (Jose Mampilly, 2012). Examples: There are several ways to keep employees engaged in organisations. The old-fashioned suggestion boxes are bound to involve employees throughout the company. The boxes are brightly coloured to get the attention of the employees. The suggestions of the employees from the previous week will be read in the following week. This particular program encourages the employee involvement and attention to the information in the newsletter which further builds a mentality of working together as a team. Safety communities are also there which helps in increasing the importance and improving the productivity. The implementation of the safety communities at the business can assist the business and should also serve a one year term. There should be places for monthly safety meetings and members of management can also make safety suggestions (Dalal et al., 2012). Ideas campaign also helps in the involvement of the employees. The employees often come up with new ideas in order to help the business run smoothly. The engagement of the employees is ensured and increased as they have to make sure that their ideas are implemented properly. The picking program also helps employees in choosing the people they want to work with. There are employment programs which allow employees to choose the new people they want to work with. In such situations employee engagement is enhanced as their suggestions are given proper importance. Analysis of HR contributions: HR contributes to the employee engagement of an organisation on a significant level. Thus HR has several factors to consider. After hiring employees, HR has to ensure that the employees remain on board and also safeguard the culture of the organisation. They have to ensure that there is a continuous communication of the organisational values. This is valuable for the stakeholders and also for maintaining the feeling of belonging of the employees. The outstanding performance of the individuals also needs to be recognised as also the team performances. The performances should be rated, the regular performance related insights also need to be shared. The HR should make the key organisational metrics visible for motivational and transparency purposes. A culture of praise or recognition needs to be built for driving engagement as well as commitment. In the ideal scenario, the employees get praise from colleagues as well apart from the managers (Cole et al., 2012). The hiring procedure should be conducted by the HR based on the cultural fit of the organisation and also between the employees and the organisational culture. The prospective employees for an organisation need to be a cultural fit (Hewitt, 2012). Conclusion: The importance of engagement of employees is continuously increasing in different parts of the world. The world is ever altering and majority of markets are open due to globalisation. The nature of employers become more demanding day by day and hence the work life becomes more and more stressful. Organisations face tough competition and hence they need to be innovative. The employees capabilities need to be utilized by them in order to stay on top of their game and perform better overall. Thus employee participation and engagement is a perfect solution for both the employers as well as the employees. Human resource management needs to be considered as a strategic function of a particular organisation. It facilitates in building a competitive edge for any particular organisation by managing and understanding its employees in a positive way. There should be an appropriate style of leading from the front as also the establishment of a two-way communications with employees. This is bound to lead to the creation of an open as well as honest environment where employees feel valued as well as listened to and be involved in decision-making. It is more probable that involved employees feel proud of their organisation and also love to work for them. They also are more likely to believe in and live by the organisational values. References: Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach.Journal of Organizational Effectiveness: People and Performance,2(1), 7-35. Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance.International journal of productivity and performance management. Cole, M. S., Walter, F., Bedeian, A. G., OBoyle, E. H. (2012). Job burnout and employee engagement: A meta-analytic examination of construct proliferation.Journal of management,38(5), 1550-1581. Dalal, R. S., Baysinger, M., Brummel, B. J., LeBreton, J. M. (2012). 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S., Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and employee engagement.Social Behavior and Personality: an international journal,41(4), 613-624.