Essay about Recommendation on means of measuring employee productivity

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 essentially depicts our connection to our work, our organization, our customers, our effects and to results. In any study involving employee engagement the three aspects which are studied are: i.Employees as unique entities in terms of their skills, abilities, attitudes and aspirations., ii.Employee in their role to create conditions of engagement and iii.Relationship, trust and communication between employees across levels. The challenge is not only to attract the best talent but also to engage the employees like, raising opportunities for carrier development, life style decisions, job changing and unbalanced work life which influence an individual’s decision to continue or quite.

The CIPD (2014) factsheet states that Employee Engagement is a concept that ‘is generally seen as an internal state of being – physical, mental and emotional – that brings together earlier concepts of work effort, organisational commitment, job satisfaction and ‘flow’ (or optimal experience)’. An engaged workforce willingly demonstrates discretionary effort within their roles; their goals and values reflect that of their employers/organisation; they express a passion for work, feel valued and that their work has meaning.

Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation which profoundly influences their willingness to learn and perform at work. Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture.

Employee Engagement: It’s a known perception that an engaged workforce provides many intangible benefits that is linked directly to retention. HR policies should focus on employee engagement initiatives that stimulate motivation levels of employees to perform better and bond with organisation. This process should be initiated right from induction and continue throughout their tenure by opening channels of continuous communication and encouraging interpersonal relations. HR is responsible to incorporate methods to measure engagement and at regular intervals track engagement contribution to company’s success.

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

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,

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

Successful organizations demand satisfied employees. Figure 1 below shows a theoretical one-way linkage chain called the "Engagement-Profit Chain." This chain directly shows how active employee engagement leads to good service which ensures that customers will to continue coming back, providing a solid foundation on which the company can grow. As employee effort is indeed discretionary, it has been observed that higher levels of engagement, or the way management commits itself emotionally to employees, pushes a higher level of discretionary effort (Kruse, 2014). It is not by chance that

Companies that have higher levels of engaged employees have higher earnings per share (EPS) than companies that have lower engagement levels (Kelleher, 2011). Engaged employees are more productive, have higher levels of customer loyalty and help their employers become more profitable. An engaged employee is less likely to leave their current position. This saves their company money because there is no need to spend money to hire and train new personal. These saving can be passed along to the employees for increased wages, bonuses, and benefits. All of these items help in motivating employees, to attempt to engage the disengaged.

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.

There are several standardized tests, toolkits and instruments available, which can help determine the level of employee engagement in an organisation. Q12, a 12-question survey of the Gallup Organisation, identifies strong feelings of employee engagement in four key areas - customer satisfaction/loyalty, profitability, productivity, and employee turnover. The questionnaire has been administered to a multitude of companies across the world. Results from the survey show a strong correlation between high scores and superior job performance and many organisations have found it to be definitive measure of the engagement level of their employees. Standard Chartered, for example, introduced a Q12 annual survey to measure improvement in the

Employee Engagement is a basic concept frequently studied by management theorist. The subject us help us understand what drives employees to be their most productive and focused. Understanding what contributes to employee engagement can help managers understand how to revamp their process and give insight on if their performance is effective. Engaged employees generally attribute higher levels of job satisfaction or the degree to which one enjoys or is committed to their job.

This study will tackle about the definitions of employee engagement and disengagement. Internal, external, and interactive impacts of lack of employee engagement are determined in order to full comprehend the consequences. Suggestions and recommendations are provided addressing about enhancing employee engagement with the applications of relevant theories. Representative engagement may appear like an irrelevant idea yet it has an undeniable impact on an organisation 's main concern. For better profitability, consumer loyalty, and benefit, developing connected with and driven representatives is an unquestionable requirement. Disengagement is a channel on assets and time that cannot be permitted to rot in today 's economy for organisations of all sizes.