Gallup Workplace Audit

Crim and Seijts (2006, p.1) define employee engagement as “a person who is fully involved in, and enthusiastic about, his or her work”. Employees that are engaged are inspired and go above and beyond their job functions to support the company and help the company achieve its goals. The lack of engaged employees are a major problem in the United States. According to Gallup, in 2014 only 31.5% of employees were engaged (Adkins, 2015). Even though this sounds low, it is actually the most engaged the United States workforce has been since 2000. The author’s research is important because if there is a link between leader’s

One of the primary factors in employee engagement is a person’s relationship with his or her direct manager. Some managers are excellent at managing teams and making each person feel valued, while others don’t have the same abilities. Train your managers in the skills that can improve employee engagement, and it can boost your organization’s overall results. Most employees fear their supervisors, so they choose to leave because they don’t want to work in a stressful environment. However, they don’t always express their

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

In health care facilities, can developing and increasing employee engagement increase patient and employee satisfaction?

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

Robinson D, Perryman S & Hayday S. (2004). The drivers of employee engagement. Institute for

The opportunities to engage employees in corporate America has plenty of room for improvement based upon this survey. Towers Watson conducts the research in order to provide a benchmark to organizations each year. The survey offers engagement opportunities for sustainable engagement. Towers Watson (2014) defines effective leaders as being committed to an organization’s strategic priorities and modelling its values and culture and perform across four key dimensions and associated competencies: envisioning the future, inspiring others to follow, transforming the organization to achieve the vision, and adapting to changing the internal and external conditions (see Appendix C). Employees appreciate being motivated by the leaders of an organization,

As Gallup measured in their research that there is still an overwhelming number of disengaged individuals in the workplace, which has cost the organizations in the United States at an enormous amount of about 300 billion dollars annually (Gallup Consulting, 2006). Certain programs are initiated in different workplace to embed employee engagement. Personally, apart from the traditional motivational factors of financial and non-financial incentives to increase employee morale and active participation within the goals of the organization; it would even be more remarkable to come up with innovative practices that would be unique to the organization and meet the demands of the business.

An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are • • • • Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels • • • • • • It builds passion, commitment and alignment with the organization’s strategies and goals Increases employees’ trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company

The past decade has seen an explosion of research activity and heightened interest in employee engagement among consultants, organizations, and management scholars. Perhaps this is not so surprising given the many claims that employee engagement is a key factor for an

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.

Our survey resulted a slight correlation between frequent SF and overall employee engagement. However previous academic research on the topic suggests there is a much stronger correlation than we were able to conclude with our survey. We believe this is a direct result of convenience sampling method. According to researchers the article, Driving Employee Engagement, cites five major components of performance management as an enabler to employee engagement: one of these factors being ongoing feedback in setting goals, recognition, development opportunities, appraisals, and establishing trust. It is clear that feedback is important; however, we cannot confidently conclude that the frequency of the feedback is directly correlated to employee engagement. Further research is required to understand the impact of the feedback content, managerial behaviors, role and time in the organization. Organizations looking to improve engagement should focus on the department level on what manager does, and how often, could lead to better worker productivity, greater goal achievement (both departmental and organization), longer employee tenure, and ultimately, greater profits. The answer to this question will enable organizations to have a deep understanding of employee engagement drivers, remain competitive, profitable and reduce turnover.

The disconnect, between the top level organization and employees, has resulted in a significantly reduced level of engagement among employees. “Gallup research shows that 13% of

The organization is developing cannot without employee engagement, during the past decade, employee engagement have experienced the pressures of innovation, reform, become a mature system to use in company development. A succeed organization the employee must have complete employee engagement system, meanwhile the organization should understand how to control employee engagement system to create more profit for organization. Similarly, linking employee engagement to company should to connect the use of modern HRM theory with mangers personal control, gain competitive advantage compare with other company. This paper will try to answer those follow problem relation with employee engagement. For example, this report will brief introduce definition of employee engagement, and explain what function made employee engagement important, and discuss organization how to drive employee engagement.

Employee engagement has a huge impact on the motivation of the workforce. It impacts employees’ passion and attitude towards their day-to-day responsibilities. The banking sector employs a significant percentage of workforce. However, various engagement policies have been initiated in the banking sector. The first step has been recognizing the role of immediate supervisor as the key person in driving employee engagement. Banks are also building a value- based culture, talent management strategies, mentorship and training, internal communication and feedback mechanisms and transformative leadership. These strategies infuse a passionate workforce dedicated to the accomplishment of the organization goals. The level of engagement is the banking sector can be considered moderate but has gained momentum and is likely to improve over the years. The primarily limitations of employee engagement are that they do not necessarily guarantee increased productivity, the costs implication are high and employee engagement does not necessarily guarantee employee retention.