Benefits Of Retaining A Workforce

Employee engagement is today’s leadership priority. However, the catchphrase goes a long way back in the beginning of the 21st century. It has gained interest to this date, which can be credited to Gallup’s first version of the Q12 in the 1990s commonly termed as the Gallup Workplace Audit (Gallup Consulting, 2006). Subsequently, Gallup has continuously refined and expanded their Q12 for current business challenges. Furthermore, several literatures, surveys and evidence-based studies abound that exhibited positive results with employee engagement such as increased performance, safety, retention and profits among others.

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

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.

Employee engagement, which reflects the emotional commitment an employee has to an organization is not just an organizational nicety but a business necessity due to direct ties to a number of performance outcomes, such as profitability,

In internationally competitive business environments, employers need dedicated employees fully committed to the success of their organization (Kenan-Flagler, 2011). Although, there is a difference between employees who are engaged and those who are disengaged in terms of their commitment to the organization, motivation, enthusiasm and their focus on building a better future for their company. In these areas where engaged employees excel, disengaged employees fall short. These employees can have a negative effect on everything from customer service to sales, quality of products, productivity of the workers and other crucial areas of the business. The companies that invest their time in getting to know what matters to their employees are the

Employee engagement has been a trend of management since 2004.(CMI 2015) ‘Some people may believe that engagement is just about employees ‘going the extra mile’, but it is much more.’(CMI 2014) Within globalization, how to apply employee engagement is significant for an organization to achieve their performance. A key aspect of employee engagement concerns how employees manage their position, performance and development in relationship to the company’s strategies. Therefore, according to Moenguc (2013), employee engagement has been personalized as a“persistent, positive affective-motivational state of fulfillment.” To demonstrate how this process affects the overall performance of an organization, John Lewis has been selected as the case study

Research indicates that employers can increase employee retention, increase employee productivity, and reduce employee healthcare costs by implementing a workplace wellness program.

Successful employee engagement should ensure a harmonious, productive employee and employer relationship and workforce ensuring maximum production output and giving the organisation a competitive advantage other organisations may find difficult to meet.

Let’s now explore what drives employee engagement. According to Towers- Perrin (2003), there are certain workplace attitudes that are critical when building a high-

Employee engagement is a fairly new concept (Macey & Schneider, 2008), yet it has received extensive attention in the past decade, leading Schaufeli & Salanova (2007) to contend that engagement is indispensable for modern organisations given the multitude of challenges they face in such a dynamic business environment. Moreover, it leads Macey et al. (2009) to contend that organisations that harness engagement can even gain a competitive advantage. For example, research by Macey et al. (2009) showed “that among a sample of 65 firms in different industries, the top 25% on an engagement index had a greater return on assets (ROA), profitability, and more than double the shareholder value compared to the bottom 25%” (Gruman & Saks, 2011). Furthermore, Gruman & Saks (2011) note that numerous studies highlight the role employee engagement plays in driving “individual attitudes, behaviour and performance as well as organisational performance, productivity, retention, financial performance, and even shareholder return”. Therefore, as captured by Kaye & Jordan-Evans (2003), “the challenge today is not just retaining talented people, but fully engaging them, capturing their minds and hearts at each stage of their work lives”.

Employee engagement is a kind of work approach designed for workplaces in order to confirm that the staffs are committed to the organisation goals and understand the values which are intended for the success of the company and equivalently they are capable of reinforcing their own sense of well being. In this report, the topic of employee engagement has been discussed and supported with relevant details.

Employee engagement is a major issue for most of the organization even today, which needs to be resolved immediately. Employee engagement is fundamentally a

This document explores strategies to increase employee motivation & retention by using classical & contemporary theories of how to increase employee engagement, productivity & improve company climate based on the chosen business called SuperVAR (Company Profile - see Appendix).

Although Employee Engagement does have some basic overlapping with some basic management theories like commitment, ‘organisational citizenship behaviour’, job involvement and job satisfaction, it still holds some substantial difference in this approach.

This study will tackle about the definitions of employee engagement and disengagement. Internal, external, and interactive impacts of lack of employee engagement are determined in order to full comprehend the consequences. Suggestions and recommendations are provided addressing about enhancing employee engagement with the applications of relevant theories. Representative engagement may appear like an irrelevant idea yet it has an undeniable impact on an organisation 's main concern. For better profitability, consumer loyalty, and benefit, developing connected with and driven representatives is an unquestionable requirement. Disengagement is a channel on assets and time that cannot be permitted to rot in today 's economy for organisations of all sizes.