Essay on 5eeg Summative Assessment

Employee Engagement - This is the communication between an employee and staff on all levels. There are 3 dimensions of employee engagement - Intellectual, Affective and Social. If these dimensions are positive, encouraging and work related, staff will feel valued and make greater contributions towards the organisation.

Employee Engagement essentially depicts our connection to our work, our organization, our customers, our effects and to results. In any study involving employee engagement the three aspects which are studied are: i.Employees as unique entities in terms of their skills, abilities, attitudes and aspirations., ii.Employee in their role to create conditions of engagement and iii.Relationship, trust and communication between employees across levels. The challenge is not only to attract the best talent but also to engage the employees like, raising opportunities for carrier development, life style decisions, job changing and unbalanced work life which influence an individual’s decision to continue or quite.

The CIPD (2014) factsheet states that Employee Engagement is a concept that ‘is generally seen as an internal state of being – physical, mental and emotional – that brings together earlier concepts of work effort, organisational commitment, job satisfaction and ‘flow’ (or optimal experience)’. An engaged workforce willingly demonstrates discretionary effort within their roles; their goals and values reflect that of their employers/organisation; they express a passion for work, feel valued and that their work has meaning.

1.2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical)

Workforce engagement is the feeling of emotional connection someone has to their workplace. An engaged employee feels satisfied and enthusiastic about their work. They feel valued, driven, and that they belong to part of a team. This is the way a school should feel for its employees. When teachers and staff of a school are engaged in fulfilling the work of the school they show higher levels of performance and thereby increase the achievement of students. Principals should know the engagement level of their staff and also any events or feelings that may impact that engagement level.

Employee Engagement: It’s a known perception that an engaged workforce provides many intangible benefits that is linked directly to retention. HR policies should focus on employee engagement initiatives that stimulate motivation levels of employees to perform better and bond with organisation. This process should be initiated right from induction and continue throughout their tenure by opening channels of continuous communication and encouraging interpersonal relations. HR is responsible to incorporate methods to measure engagement and at regular intervals track engagement contribution to company’s success.

Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources

This course emphasized the concept of employee engagement in the workplace. Employee engagement is critical for many reasons, it is necessary to understand and help organizations lower employee turnover, increase revenue, and help managers communicate more efficiently. There are differences between employees who are actively engaged and disengaged in the workplace. Within active engagement, it is more likely that an employee is confident, valued, and inspired within the organization. They understand their personal worth in the group. The quote by Maya Angelou resonated with me, “People will forget what you said, what you did, but they will never forget how you made them feel”. This quote speaks true to all aspects of life, not just in the workplace. When we treat people with their God-given significance, it can motivate them to work and live better. Employees who are

Employee Engagement is made up of two words, Employee and engagement. In simple words, it can be defined as an engagement or commitment of an employee towards its organization. It is not entirely clear when the term “engagement” was first used in relation to work, but generally the Gallup Organization is credited for coining the term somewhere in the 1990s( Schaufeli, 2013 p.2).

There are several standardized tests, toolkits and instruments available, which can help determine the level of employee engagement in an organisation. Q12, a 12-question survey of the Gallup Organisation, identifies strong feelings of employee engagement in four key areas - customer satisfaction/loyalty, profitability, productivity, and employee turnover. The questionnaire has been administered to a multitude of companies across the world. Results from the survey show a strong correlation between high scores and superior job performance and many organisations have found it to be definitive measure of the engagement level of their employees. Standard Chartered, for example, introduced a Q12 annual survey to measure improvement in the

As defined by Daniels (2010) a combination of commitment to the organisation and its values and a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer, it cannot be ‘required’ as part of the employment contract.

Employee engagement is a boundless build that touches all parts of human resource administration aspects we know heretofore. On the off chance that all aspects of HR are not tended to in fitting way, representatives neglect to completely draw in themselves in their employment in the reaction to such sort of botch. The developed worker engagement is based on the establishment of prior ideas like occupation fulfillment, representative duty and Organizational citizenship conduct. Despite the fact that it is identified with and includes these ideas, representative engagement is more extensive in degree. Employee engagement is more grounded indicator of positive hierarchical execution unmistakably demonstrating the two-route relationship amongst business and worker contrasted with the three prior develops: work fulfillment, worker duty and authoritative citizenship conduct. Connected with representatives are sincerely appended to their association and exceedingly required in their occupation with an extraordinary excitement for the accomplishment of their boss, going additional mile past the business legally binding assentation (Markos).

This week’s chapters focus on “Trends in Employee Engagement”. The topics range from the employer/employee relationship, employees being treated as partners in the organization, work-life balance, HR’s role in promoting employee performance and retention, and methods of communication. The messages from the assigned chapters were indicative of what is observed daily within my workplace. So much that I could not disagree with any of them. However, the one message that I agree with the most is organizational development being a strategic tool in Human Resources.

Quirke (2008) defined engaged employees as “feeling a strong emotional bond to their employer, recommending it to others and committing time and effort to help the organization succeed” (p. 102).

Robinson and Hay (2003) mentioned employee engagement as an evolution of past research which focuses on employee satisfaction, motivational approaches and commitment. This is a modernized version of job satisfaction. According to Robert J. Vance (2006), employees who are engaged in their work and committed to their organizations give companies crucial competitive advantage- including higher productivity and lower employee turnover. Now-a-days the companies’ objective is to retain the best talents and manage their performance for increasing company’s productivity and revenue.