Hrm/531 Week 6

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

Week 12 consisted of us having completed an individual draft of Part’s 1 and 2 to look at. These drafts were placed into our Google drive, making it easier to look at them as a whole for our group. We then met up that Friday to discuss and create a second draft with our collaborated and agreed upon works. Due to Amy not being here for this one, she made sure her documents were there ahead of schedule to use. I also had gotten several different resources to look at to aid us in creating our strategic plan. We chose our recommended resources.

They are coded but were rejected during the claim-editing process because of an unrelated HIM element, such as an invalid revenue code, a missing data element, or an inaccurate payer designator

As the Ground Station software lead for the Triton Unmanned Air Vehicle (UAV) program, I recognized that the review of software Contract Data Requirements List (CDRL) items had become a continuous “do loop” and was tying up valuable program resources. My team was responsible for the review of over 30 CDRLs and their preparation and review was costing the program almost $15,000 apiece for each review cycle. We had fallen into a rut where the documents were submitted, my team along with subject matter experts would review and provide comments. The contractor team would then respond to these comments without any coordination and resubmit the documents. My team would not agree with the adjudication of the comments so the review process would start all over again. This process needed to improve to save the program both time and money.

Renting or buying married couples have only one question in deciding. Research is the answer. By the time it is done, both partners will be exhausted. There is one method the couple can try using. Its called price-to-rent ratio.

The three questions that need to be addressed within staffing planning are how many people should be recruited, what resources are needed, and how much time will it take to hire employees ( Phillips & Gully, 2015). In regards to how many people should be recruited, it has been suggested that by having more applicants, it allows an organization to be more selective. This can allow the company to identify the candidate who will be the best fit for the position as opposed to hiring the only applicant who applies. Phillips & Gully (2015) mention that staffing yields are the best source of information for determining how many people to recruit and it comes from data being collected during a company’s previous recruiting efforts. Also, one way is

3.2 Evaluate the business benefits likely to accrue from a culture of employee engagement – benefits for the organization, its executives/managers, its workforce and its customers

1.1/1.2/1.3 – Requires me to describe what is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? Also how far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas?

Schoultz, M. (2014, June 2). The Digital Spark Marketing. Retrieved July 23, 2015, from The Digital Spark Marketing Website: http://www.digitalsparkmarketing.com/employees/leader/employee-engagement-lessons/

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

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.

Before actually understanding about Employee Engagement, it is necessary to understand certain other concepts that relates to this particular topic.

Harter et al. (2002) argue that employee engagement is important for 'meaningful business results and performance in many organizations'.

Employee Engagement is an approach to ensure that employees are engaged to the organizational goal’s and values. Employee engagement is acknowledged as a strong predictor of employees and work unit performance. Employees are motivated to contribute to the organizational success and at the same time they are involved in enhancing their own sense of well-being. This is beneficial for both the organization as well as the employee in the growth and development. Various trainings are given to the employees to engage in their work and thus the performance is been measured by the indicators as performance appraisal (Boyne, 2002).

Employee engagement and commitment we learned is a common theme that encompasses employee satisfaction and pride in their employer. When an employee becomes dissatisfied in their position, we know this has a direct impact on company turn over. What is