Individual Balanced Scorecard

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.

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

Thompson Technology’s HR can assess the level of employee disengagement by using surveys to gauge job satisfaction. Once they make the proper assessment, then they can begin to improve employee engagement through “communication, feedback, restructuring and reassigning work, collaborating, structuring the organization, training, rewards, advising supervisors, balancing life/work expectations, and career planning and development” (Gusdorf, p.10-11, 2012). … I hope that the changes to improve employee engagement will help maintain productivity. If Thompson Technology does not manage to assess the actual level of employee disengagement and find ways to improve employee engagement and maintain productivity, they will find their business slowly going upside down.

In the Verizon organization attitudes and behavior is what governs professional quality in servicing customers. The goals and visions are set in place to assure that behavior does not obstruct organization wellness and to keep everything into a perspective. In case study 1 we acknowledged the goals, vision, and mission of this organization and now it’s time to look at some aspects of the employees and how work satisfaction, emotions and benefits play roles in the organization. For one Verizon is a large telecommunication organization and provide a variety of

Vorhauser-Smith, S. (2013, August 14). How the best places to work are nailing employee engagement. Retrieved 11 June 2013 from

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,

Those individuals with high job satisfaction tend to have positive feelings towards their job, their colleagues and the company that hired him or her. On the other hand, those who are not satisfied have strong negative notions towards their organization (Robbins and Judge, 2015). Employee involvement has a direct correlation with job satisfaction. Companies that allow their employees to be involved in the decision-making process and give them the freedom to show their talent through their work, has become the forefront of employee engagement. For many years, businesses have been following archaic traditions in the sense of people would go to work, complete their hours under supervision and go home. Today, employees look forward to going to work for a company where the workplace is more friendly and connected (Suma and Lesha,

In studies, there is a correlation between a highly engaged workforce and the overall success of the company. Engaged work groups are 33% more profitable and 50% more productive (right.com 17). Common problems employers have is they carry the false assumption that employees are aware of the corporate goals of the company. This problem is easily overlooked in both management and employees as they are focused on the immediate tasks and are not aware how their actions contribute to the organization as a whole. This causes employees to not goals aligned with their organizations goals. Not having this understanding, employees become disengaged because they believe their work contributes to anything significant. When an organization’s goals are not understood, it becomes increasingly difficult to improve their performance (business salary). Keeping well performing employees is vital to the success of any company. It is also important to identify TWK’s employees do not work as a team. Instead, employees work for their individual goals. In TWK’s case, the goal for the majority of people at TWK is to retain their jobs, keeping themselves employed. An example of this separation

However, the benefit of knowing what those items were was not provided; only the summary results were given. The specific results of this survey found that manager who had a higher well-being was associated with increased manager engagement, lower manager turnover and increased employee engagement, which led to increased business outcomes. Manager engagement is a key factor influencing employee engagement as suggested in other surveys in this document and is also related to the suggested outcome of the writers report there is a correlation between employee engagement and leading by example.

4. Contrast the external and internal dimensions of a career. Which do you believe is more relevant in determining an employee’s work behavior?

Researchers have found only 30% of employees in the United States are actively engaged in the workplace (Gallup 2013). In 2010, data provided by the US Bureau of Labor Statistics (as cited in Moreland, 2013) show more individuals are voluntarily quitting their jobs. With over 70% of US workers disengaged, this topic has arguably prompted an interest that continues to be earnestly pursued by many. As a result, the Gallup Q12 expands the need for additional research based on their finding of employee engagement.

Any goals or missions that you or your department may want to accomplish or that develop as the project moves forward.

Employee engagement is the emotional commitment an employee shows for the organization and its goals (Kruse 2012). It can also be defined as the act of an employee being involved in, enthusiastic about and satisfied with his or her work (Seijts et al.., 2006). An engaged employee is one who actually cares and is passionate about his job and company goals. He or she does not work just to get a paycheck rather they work to ensure the organization’s goals are met.

In this era of advanced technology and increased competition it is very important for a company to be stable in the competitive market. Employees are the prime source of the company to gain profit, the hard work of employees depends on their attitude towards the organisation that is how they feel working in the company, their trust and pride towards the firm (Mishra, Boynton & Mishra 2014). The companies now days are not only strengthening the external environment for example, customer focus , stakeholders partnerships, but also the internal environment of the firm as well which involve employee engagement through motivation (Mishra, Boynton & Mishra 2014). In other words it can be

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the