Communication Styles And Employee Engagement

To foster a better employee culture, we should employ programs to keep employees engaged in the company. Engagement is an organization’s best proxy for how far and how hard the employee is willing to work for the organization. Engagement, over satisfaction, is the best predictor of whether or not an employee will stay with an organization long-term. Engagement can be thought of as the employee’s commitment to the organization. If this is not enough to convince an organization, engagement is directly correlated with business performance in terms of employee retention, employee productivity, customer satisfaction, and financial performance. Therefore, even if it is a difficult concept to define, organizations should still invest heavily in maximizing it. While there are no conclusive studies that

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

According to Tourish & Jackson (2008), there are no doubts across leadership theories that communication is important to organizational success. More often than not though, most of managerial texts gloss over the communication aspects of leadership, resulting in that communication is treated as secondary to other managerial actions and responsibilities. Yet, recently the demands for higher levels of employee engagement

As written in the lines above, employee engagement has a significant impact on an employee and their engagement. Although there has been many articles and research written about leadership and servant leadership, in this study, it will provide and overview, key traits and influences that servant leaders use in collaboration to address significant problems with strategy and other individuals. Therefore, how do managers and leaders facilitate the engagement of their employees? Leaders do this through their leadership style. In 1970, Robert K. Greenleaf identified servant-leadership, which was different from the traditional views of leadership. According to Greenleaf, “The servant-leader is a servant first. Servant

Employee engagement is always thought to be most desirable element towards employers. Nowadays not only in the corporate world but also in the small business industries employee engagement has equal important. Because it is the people who cannot be duplicated (Anitha, 2013). Committed employees are asset for any organizations. To gain competitive advantage in this modern era committed people are a great tool (Anitha, 2013). They put their best effort for the well being of their workplace and often motivate other employees. The purpose of this essay is to explore the stimulators and components which employers can use to successfully engage their employees. At first this paper will briefly review employee engagement, challenges faced by employers while engaging employees. It will also focus on MARS model. After that it will focus on finding which drives commonly motivate employees. Finally, this paper will try to recommend some strategies that employers can use for effective employee engagement.

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”.

For business, retaining clients are the main ambition because the profits of the business will continue to grow through the loyalty of customers. Communication skills are one of the essential parts of leading people to work successfully in the relationships with co-workers as well as clients in their commercial enterprises. Therefore, interacting with management, clients and team members in the workplace can help in order to enhance the interest of the business. Training staff to develop effective communication skills is indispensable for them to be stronger at interpersonal skills. To become greater in the world of business is mainly by this primary method. Hynes (2012) says “One way to encourage employee engagement is to provide

Employee engagement as a concept has become increasingly important in the last decades. Research has shown that employee engagement has an impact on organisations ' productivity, as well as employees’ behaviour and performance at work (Saks, 2006; Harter et al., 2002). In other words, enhanced engagement creates a win-win situation for both the employees and the employers, leading, on one hand, to job satisfaction, better health and motivation for workers, and on the other, to retention of the best talents and global competitive advantage and success for organisations (CIPD, 2015; Shuck et al., 2011).

According to Gallup’s 2013 State of the Global Workplace study, only 13 percent of employees across 142 countries are engaged at work. The study also revealed that 63 percent are disengaged and almost a quarter of all employees are actively disengaged (Gallup, 2013). Engaged employees are crucial to protecting the competitive positioning of an organization. Bolman and Deal (2013) state how “a skilled and motivated workforce is a powerful source of competitive advantage” (p. 133). However, recognizing a strong and highly motivated workforce that is committed to a company’s mission and objectives can be a challenge. This paper will focus on best practices to effectively engage employees, analyze the effectiveness at Hoag Hospital, provide recommendations for further enhancement, and describe ways to improve leader effectiveness.

In studying Human Resource Management, we study the foundations and principles by which an organization operates and conducts business. We also study the internal behavior of the organization. This includes studying the chain of command and the relationship between how employers treat their employees according to the organization’s moral values and what is expected of them by society’s ethical standards and by the regulations that the federal government imposes upon them. Although we touch upon the basics of HRM, we fail to dissect a topic that many believe to be one of the most integral components in managing a successful organization; this subject being employee engagement. Employee engagement can single handedly make or break an organization and hinder its relationship with its customers, but before understanding the cause and effects of employee engagement, one must first understand what employee engagement is, what it means to the employer, and what it means to the employees.

The employee's workplace environment is one of the main determinants of the quality of work and being productive. How well the supervisor and the workplace engage the employee impacts their inclination to learn new skills and their motivational level to perform. These workplace environment and supervisor relationship lead to factors to engagement or disengagement employees (Ashkanasy, Ayoko, & Jehn, 2014). Management can employ an engagement survey to measure employee motivation and satisfaction of their daily responsibilities. A consideration of these factors are useful in making sure that employees use their skill sets they have learned in their training programs (Gerst,2013).

Employee Engagement has no distinct definition. Many believe its meaning to be synonymous to terms such as job satisfaction, company loyalty, and retention of talents and potential to over achieve. All of this and more can only be derived by empowering the employees. Therefore, dear managers, developing a relationship of trust with your employees is crucial for an organization to thrive in today’s competitive world. This piece will enlighten you regarding the significance of engaging your employees and how to accomplish this feat by competently negating these myths mentioned below.

According to Gallup-2013, 142 country study on state of The Global Workplace only 13% of employees worldwide report that they are engaged in their work. In contrast 63% of employees are not engaged and other 24% are strong disengaged. As, engaged employees are crucial of development of company as well as for country, so it is important to study engagement and disengagement of employees and factors involved so as to improve the condition.

In today 's corporate world, where reliability to organizations is fading fast, engagement has been growing by companies to maintain employees. Employee engagement is “a level of commitment and involvement of employees towards their organization and its value,” (Maslach, 2008). An engaged employee works with his/her colleagues to progress their productivity within their job, for the ultimate benefit of the organization. Effective managers have the talent to get things done by other employees. This is done by motivating employees to accomplish tasks. A manager must be able to represent these tasks to employees. Motivated employees will work with the manager to accomplish company objectives. Those employees who are displeased will work against company objectives. In this study it examines to see what enhances employee engagement or what can create the employee to be disengaged. Employee engagement drives employees ' motivation, job satisfaction, and loyalty to their companies. A manager’s capability to build solid relationships with employees generates engaging employees which then they can accomplish at the highest level and be a successful employee, (Judge, 2001). Employee motivation is seen as an important building block in the growth of effective businesses. A motivated employee symbolizes both a modest advantage and as a strategic asset in the corporate world, which is why the issue of building self-motivation in employees has sparkled interest in managers. Not

Mishra and Boynton study finds that employee engagement is an important factor of internal communication. Nowadays, most organizations and their managers are looking for bridges to build trust between employees and executives. Executives and managers think employee engagement is top priority for them to build mutual trust. Engagement boosts deep relationship between management and employees. Internal communication is important for enhancing a culture of transparency between top management and employees in any organizations. Definitely, employees are happy working in an environment where they trust the people, have pride in what they do, and enjoy the people they work with. Since employees think positively in organization, which is more productive, eventually both management and employees benefit from having great compensation. Good environment is based on open communication, which brings out employee’s and management’s voice together so it is good enough to resolve any kinds of issues. When organizations take care of their employees, then employees trust their management’s honesty, openness, support, and willingness to listen to the employees’ voice. Strong internal communication works as a bridge for trust and commitment with employees and management, which can in turn lead to employees’ engagement. This honest and transparent internal communication is best received directly from managers to their employees.