Business Level 3 Unit 16 P1

The three projects that I believe the compensation professional should address is first, require written job descriptions created by manager for each of their employees.  This would be very beneficial for managers overseeing current employees as well as as the hiring of new employees. The job descriptions will also be key to developing a pay grade structure.  The positions held now at EasySpa, in the human resource department are, The Human Resources Generalist, a Recruiter and a Administrative Assistant are key positions, but this position.  A compensation professional will bring so many more ideals and structure to EasySpa.  This position will also help Jay keep on task with his duties and this position will also keep Jay and the staff

Organizations expect the employees to believe in its mission, purpose and values and come out with the commitment by way of their deeds. This situation is called Employee Engagement. An employee who has total belief in the organization, has a desire to work to make things better and better in the business context, he is considered to be an Engaged Employee. They put forth an extra effort, as well as are very loyal towards their organization. They work there for long and show a strong level of commitment. Employee Engagement is a powerful source of competitive advantage. With this a research study was conducted among the employees of a reputed industrial organization at Hosur. A proper methodology was followed , tool administered, statistical test were done and findings were drawn.

In this report I will be explaining the different legal and ethical procedures that employees at Leyton Sixth Form must follow. By doing this I will be discussing the data protection legislation, codes of practice and operational issues. I will be linking it back to how Leyton Sixth Form College uses this information and how they respond to a staff member breaking that act.

Employees are the most important, and often, most costly asset within any organisation. Ensuring they are fully engaged and committed to the success of the business is crucial. Listed below are the activities needed to reinforce the connection employees have with their company, job and colleagues, leading to a more satisfied and motivated workforce.

When managers say ‘I want my staff to be caring, pleasant, happy and enthusiastic’, you would ask, ‘what are you giving them so they will do all of this?’ The reply is usually, ‘They get paid.’ If you want your staff to do all the above then they need a return in the appropriate dimension - the emotional one. This means creating an atmosphere where the staff passes on to your customers what they get from you. For example:

One, tap into the power of an inspirational mission. Meaning workers are likely to engage if they believe they are contributing to something with meaning. Two, if you want your workers to give 100%, communicate freely and frequently. Which can be achieved by keeping employees informed on work matters, as well as listening to employees concerns. Three, everyone wants to improve, offering training programs, seminars, and chances to try new things are ways employees acquire greater skills and knowledge to encourage engagement. Four, provide pathways for advancement, which keep employees focused and attentive to their work. Five, workers do not work for money alone, most employees want to be acknowledged and appreciated for their positive contribution. It is believed that employees who don’t receive recognition feel undervalued and will soon stop caring and trying. Six, create a culture of community, because when employees feel they are a part of a close group they are more engaged and motivated to achieve not only for themselves but for the entire group. Seven, give them freedom, which can lead to higher concentration and engagement from employees who have some freedom with their job. Eight, research shows that most employees work best under a “servant leader”. For example of this would be hospital managers

In other nations meeting the altruistic and simple human needs of being part of something greater than yourself are the driving forces to an engaging environment (Vorhauser-Smith, 2013). According to Major Angelo’s actions of communicating with employees and developing a relationship with them demonstrate how leaders begin to create an engaging environment. According to Harter & Adkins (2015), employees whose manager communicate with them through meetings are practically three times more likely to be engaged as employees whose managers do not hold regular meetings with them. Another method to engage employees is by ensuring they understand their goals and helping them understand the big picture of how their role impacts the whole organization structure.

Many times throughout my career, I have asked “How do I enforce and sustain a correction/ change in behavior?” and “How do I get my employees engaged?” For someone in my position who has already accomplished so much (yet compared to some – so little) - being a parent, grandparent, working on a second

Companies that have higher levels of engaged employees have higher earnings per share (EPS) than companies that have lower engagement levels (Kelleher, 2011). Engaged employees are more productive, have higher levels of customer loyalty and help their employers become more profitable. An engaged employee is less likely to leave their current position. This saves their company money because there is no need to spend money to hire and train new personal. These saving can be passed along to the employees for increased wages, bonuses, and benefits. All of these items help in motivating employees, to attempt to engage the disengaged.

Employee engagement has emerged as a critical driver that touches almost all parts of human resource management. Some practitioners view engagement as having evolved from prior research on work attitudes, directly implying that this newer concept adds interpretive value that extends beyond the boundaries of those traditions. Many managers unmistakably agree that in this century there have been demands for more efficiency and productivity than any other times in history. Organizations are striving to increase their performance. Leaders/management has been struggling with many challenges to become

Employee engagement is a method designed to ensure that employee are committed to their goals and value, motivated to contribute to business success. According to Schaufeli and Saklanova (2007), employee engagement is “important” for business organization given many challenges they face. Additionally, Sulliman (2000) claims employee engagement is essential concept for leadership and organization performance. However, it is probably difficult to get high employee engagement to organization goals. This essay will discuss whether business organization needs employee engagement to enhance business performance.

supervisor, effort above and beyond the minimum, understanding the link between one’s job and the organization’s mission, prospects for future growth with one’s employer and intention to stay with one’s employer (Vance, 2006). The greater an employee’s engagement, the more likely they will work above expectations and excellent job performance (Vance, 2006).

Over the last decade, various scholars have defined employee engagement as a two-way relationship between the employer and the employee based on an intellectual commitment of the employee to the organisation (Baumruk et al, 2006; Shaw, 2005). As employees perform their role they expresses themselves physically, cognitive and emotionally (Kahn, 1990), they are psychologically present (Saks, 2005) and have a positive, fulfilling, work-related state of mind that is characterised by vigour (energy and involvement), dedication (enthusiasm, pride to work for the organisation, inspiration, and challenges), and absorption (concentration) (Schaufeli et al, 2002; Baker et al, 2008).

Hence retention of the employees within the system is necessary. The organization is completely at loss when the employees leave their job once they are fully trained. Thus recruitment of qualified employees, training and maintaining them becomes important. Employee turnover reduces the organizational productivity and also

Actively engaged employees are builders. They want to know the desired expectations for their role so they can meet and exceed