The Effects Of Happy, Engaged, Employees On Organizations And Strategies For Developing Happy Workers

Intro: Here I'll site the numbers on employee engagement and how it's costly to employers. Introducing Brandon, I'll go over ways to identify key problem areas within the workplace. Next I'll unpack actionable items (with Brandon's expertise), using health benefits as a catalyst to boost employee engagement.

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: 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.

As we learned in Organizational Behavior, people constantly search for job satisfaction and psychological happiness at work. People want to pursue a career the way that they want, and be happy every day at work. In chapter three, it describes five major job attitudes: satisfaction, involvement, psychological empowerment, organizational commitment, and employee engagement. It 's ideal to transition from just being satisfied to eventually becoming a fully engaged employee. Engaged employees demonstrate characteristics of loyalty, involvement, enthusiasm, and passion for their job. The book also describes major stages one ideally goes through as their career progresses. One should start as a satisfied employee where they perform all of their requirements but do not go above and beyond. As they progress, they will become more motivated employees where they start to strive for personal goals, then committed in which they are loyal to the organization and engage in collaboration. Lastly, the most ideal stage is to become an advocate in the organization which is someone who is proactive, challenges themselves, cares about the organization, and encourages innovation. As we learned, a proactive personality is an exemplary trait, as these employees will identify opportunities, take action, and persevere until change occurs. At Bloomberg, they strive to create an environment in which each individual can grow and pursue a career in which they

“Employees said that it is the personal relationship with their immediate supervisor that is the key. The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged” (“What Drives Employee Engagement and Why it Matters”). Jiffy’s employees are no longer engaged to go to work because their incentives have been shortened and even if they sought to find employment outside of the organization, they would have to look in a different industry. Employee engagement is easy to conquer. Some of the ways that Jiffy can attempt to rekindle the engagement and morale of its employees are through recognition, use of intrinsic rewards, and employer support. Employees value a sense of belonging to an organization, so it is imperative that they are recognized for their work. Recognition can incur costs; however, there are many inexpensive (and even free) techniques for recognizing employees. For instance, Jiffy can demonstrate their appreciation to the employees during a companywide meeting or cater a luncheon for the staff. The key to ensuring that the employees are recognized in order to feel engaged and with high organization morale is to ensure that this is done on a day-to-day basis, so that the employees would be convinced that they are a valuable asset to the organization. As previously stated, the main priority and assets to an organization are its employees. With that said, in order for employees

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

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.

Recently published literature reveals that there are several key components of any effective reward and recognition program. Multiple authors argue that programs missing any one of these key components will, at best, fail to engage employees, and at worst alienate employees. In fact, according to Bob Nelson, the author of 1001 Ways to Reward Employees, some forms of awards can hurt organizations by promoting a culture of entitlement. Additional research reveals that programs that are impersonal or reward too few people may alienate employees. These key 14,15,16 components and case examples of their influence are detailed below:

Every human being needs motivation now and then. Incentives and recognition programs can support you in helping your employees become happier and more productive at work. As a leader, one of the main things to think about is how to recognize an employee for a performance that has exceeded expectations, objectives and goals. Therefore, I would like to introduce you in this paper to some ideas that hopefully would promote this method as one of the main priorities in today's and tomorrow's workplace.

Leaders also try to achieve the same quality for their own status, which allows them to pursue greater strength, achieve personal goals and future endeavours. According to a recent study conducted by Psychometrics Canada a pioneer in research assessment, has mentioned in one of its report that employee engagement in the organisation plays a major role in the success of any organisation. Accordingly it says that the best way to increase the relation is by working out a strategy that builds positive environment and culture relations between the workers and ensuring a good leader to fit for the purpose. Leaders in the organisation can try to achieve a better employee engagement by listening to followers opinions, communicating his vision with a clarity, providing and developing strategies and solution for the success, and finally recognising the ability of the followers and praising their contributions. Thisaspect of leadership is displayed by general feedback, generating ideas and possess enthusiastic in requesting for help (Bradley P. Owens, 2013). One example of this leadership quality is described by DAVID J. BOBB(David J B, 2013) in his book saying following servant leadership is very difficult as it is not a natural talent to anyone. He takes the example of George Washington, though considered to be a man of high temper and showing excess pride in his capabilities and qualities during his period as a freedom fighter. As he has foreseen the global position he is getting

Engaging employees and keeping them motivated in their job is important for an organization. Engaged and disengaged employees perform differently from each other. Shuck and Wollard (2013) stated that engaged employees are 18% more productive, 12% more profitable, 12% better at engaging customers, 62% less likely to be involved in a workplace accident, and 27% less prone to absenteeism (as cited in Fleming & Asplund, 2007, p. 169). Additionally, engaged employees are 87% less likely to leave an organization than disengaged employees (Corporate Leadership Council, 2004). Supervisors can play a role in helping employees feel more engaged; therefore leading to less turnover and more productive employees within the organization. There are many theories that have been produced about employee engagement and motivation. Frederick Herzberg produced a theory in 1968 called Motivation – Hygiene Theory. This theory, along with a few others, marked a change in how employee motivation was viewed. This theory will be examined and discussed in terms of social service employees’ engagement and what role supervision plays.

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

Dissatisfied and satisfied employees in the workplace can affect their productive and job performance. The work place, promotions, advancements, and supervisors are things that can cause an employee to be satisfied or dissatisfied at work. In my workplace some of my supervisors have driven my attitude. Robbins (2007) states, “attitudes are evaluative statements-either favorable or unfavorable-about objects, people or events.” (Robbins and Judge, 2007, p. 75) When I was first promoted to Sergeant and transferred to supervisor the Criminal Investigations Unit, I was excited about the new opportunity and the knowledge I would learn and give. My attitude towards the workplace and towards my employees was high and willing to help or produce a positive work environment. As a Christian in a non-Christian workplace, a great attitude towards job satisfaction can be found in the Bible. In Ecclesiastes 5:18 (New Living Translation), it says, “I have noticed one thing, at least, that is good. It is good for people to eat, drink, and enjoy their work under the sun and during the short life God has given them.” The workplace can be stressful but when you have good leadership they can effectively change the attitude of the people they serve.