Employee Engagement Organizational Culture

The following research paper describes in detail the relevance of employee engagement to a healthcare provider. Engagement of employees is often an overlooked area of focus as hospitals look for ways to improve processes and reduce operating expenses. Healthcare is somewhat unique in that cost to the customer is not the main economic force driving patients to the various hospitals or healthcare providers. The focus of the following is to examine the importance of employee engagement hospital wide. There are factors that lead a prospective patient to choose one healthcare provider over another, assuming choices exist. When discussing engagement, emotions can play a

1.3 Compare and contrast employee engagement with other related concepts; ‘flow’, organisational commitment, job involvement and job satisfaction.

In this essay, the organisation culture and leadership styles are discussed that would be appropriate for the drug rehabilitation centre. Modes of communication appropriate to the chosen organisation and workplace stress management and strategies are also discussed. This service employs 20 rehabilitation officers. Below is a hierarchical chart of the Drug rehabilitation service. The formal authority structures required in the Drug Rehabilitation Service include Board of directors, Chief executive and Managers. The board of directors are responsible for designing the overall strategy and direction of the organisation. The chief executive is responsible for making upper level management decisions on behalf of the board of directors. The managers are responsible for putting the strategies of the Drug Rehabilitation Service into action by through training the officers in accordance with these strategies. The officers are responsible for day to day activities and tasks including identifying new bail applicants with drug problems and encouraging them to join a rehabilitation program. These officers are responsible for intervening and assessing the offender to rehabilitate them.

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

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.

One thing the organization could do to raise the gender consciousness would be to do an ongoing series of sensitivity training for all staff. Along with this training would be annual assessment seminars that will teach people the different types of discrimination and harassment and the steps they need to take when such a situation is posed upon them. In the Cancer center where I am employed, women make up nearly 70% of the managerial and supervisory staff in all departments. At the executive level they only make up

Employment is one of the main factors in a working person’s life. People work so they can live comfortably, benefit

Recently, the Sales Training Department has developed a set of Key Sales Indicators (KSI 's) to monitor each Sales Representative 's sales performance against predetermined monthly targets. This was done to align the MAP to XYZ goal of improving sales performance and to reinforce the selling mindset of the sales department.

The medical field brings together a vast array of individuals from different backgrounds and cultures. But once they become a doctor, hospital nurse, surgical technician, etc., they take on a new life and thereby absorb a new culture into their lives. Subcultures, as defined by organizational theorists John van Maanen and Stephen Barley, are “a subset of an organization’s members who interact regularly with one another, identify themselves as a distinct group…and routinely take action on the basis of collective understandings unique to the group” (Cheney, 2011, 78-79)

House et al. (2007) discovers that leadership and Organisational culture are closely linked together as leaders influence the culture of their organisations. Researches talk about a range of leadership definitions but it is not easy to define. (E.g. Western, 2008; Yukl, 2010). However, Cohen (2009) critically analyses definitions from Dracker (1996), Eisenhower (1969), Northouse (2004) and finally summarised the definition of leadership constitutes five elements. First of all, ask question to set direction, which means effective leaders need to listen to followers’ voice respectfully and then share the common goals and ideas with them. In addition, leaders need to seek insights and allocate resources optimally; act ethically; allow their

lack of employer commitment in the form of training and development is arguably the basis

This assignment is aimed to answer the question 2. Firstly, employ engagement will be explained and the engagement drivers account by Aon Hewitt (2012) which help organizations on engagement will be demonstrated. Within the drivers, description of how internal communication can help employee engagements within organization will be provided. And lastly, the challenge which internal communication would face in employee engagement will be carried out. The intention of this essay is to examine weather internal communication is important to employee engagement. Three effective employee engagement examples of Tesco, Rolls-Royce and McDonald’s regarding the internal communication will also be provided in this article.

Employees are at work, but are they actually engaged in their jobs? In October 2013, The Gallup Organization conducted a survey with 230,000 full-time and part-time workers in 142 countries which consisted of 12 questions. According to Gallup’s latest findings, 87% of workers are “not engaged” or “actively disengaged” and are emotionally disconnected from their workplaces (O'Boyle & Harter, 2013, p. 11). Most studies have broken the various types of workers into two groups, engaged and disengaged, but Gallup’s study has broken it down even further. They have determined that there are three types of employees: engaged, not engaged and actively disengaged (O'Boyle & Harter, 2013). The terms actively disengaged or not engaged are not

Edgar Schein, a famous theorists dealing with organizational culture, provides the following definition for the term: "A pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and is passed on to new members as the correct way to perceive, think, and feel in relation to those problems." (organizationalculture101) However, organizational culture is more than sharing assumptions used by a group to solve problems; it is the combination of the points of view, ineffectual processes, education, backgrounds of all the staff which are part of an organization way of doing things. Corporation culture should uncover from the board of the directors to the rest of

The shared characteristics and, in some cases, perception of employees create what is known as organizational culture. A strong culture constructs a unified employee atmosphere, whereas a weak culture lacks a shared sense of distinction between employees. An employee’s heritage or individual culture, although different than, affects the overall organizational culture of companies. Like society, sub-cultures exist within organizations. Formed by departmental function, geographical location, and/or the personalities of employees, sub-cultures include employees who continue to adhere to the organizations’ overall culture, but have additional independent characteristics. Employees’ individual heritage, along with the culture and