Employee Engagement for Personal Relationship- myassignmenthelp

Question: Discuss about theEmployee Engagement for Personal Relationship. Answer: Employee engagement, its components and dimensions: Employee engagement is about creating opportunities for employees where they are motivated to engage with organization on wider platform. It is dynamic and complex process that reflects each personal relationship and uniqueness of individual with their work. Factors that influence engagement of employees in organizations are considered common. Employee engagement can be defined as the combination of organization values and its commitment and their willingness to help out their employees (Allen et al. 2013). It is not simply about motivating employees and providing them with job satisfaction, it is something that goes beyond all these. Employee engagement does nor form a part of employee contract as it is something that is offered by employer or organization. Over the recent years, importance of engagement of employees have been recognized by employers. There has been improvement in enablers of engagement of employees that has driven employee engagement in organizations. Engaging mana gers, strategic narrative, integrity and employee voice are the four enablers of organization that has been highly influential in engaging employees (Armstrong and Taylor 2014). Researchers have been able to ascertain that organizational success is related to engagement of employees. There are three dimensions of employee engagement and it comprise of emotional engagement, physical engagement and cognitive engagement. Emotional engagement is about workers being emotionally involved in their work. Physical engagement is about willingness of workers to go to extra miles for the benefit and prosperity of their employers. Cognitive engagement is about workers focusing very hard on their work. Identifying the dimension of employee engagement has led to arriving of another definition (Singh 2013). In this regard, employee engagement is defined as a unique and emotional construct and a fulfilling, positive state of mind at workplace. Components of employee engagement involves involvement in decision making, freedom enables to perform well, freedom of voicing ideas that can be listened by managers, feeling that organization is concerned about well-being and health of employees. Another component of employee engagement is clarification in what teams and individual are trying to achieve at work. It is considered crucial in respect of management intellectual aspects. Engagement of employees is comprise of two groups as per Hay group that is discretionary efforts and commitment. Discretionary effort is employees willingness to go above formal requirements of jobs. Commitment is about intention and effective attachment of employees to remain in job. All the components of employee engagement is associated with role performance of individual employees. Difference between employee engagement, organizational commitment, job satisfaction and employer involvement: Organizational commitment is the degree to which employees recognize and identify themselves within organization. There are different type of commitments in organization that is continuance commitment and affective commitment. Affective commitment is about emotional attachment of employees to organization. Continuance commitment is about attachment of employees toward organization because they will have to bear the cost of they leave. Commitment is about loyalty of employees towards the organization whereas engagement of employee with organization is about taking discretionary efforts and going beyond job formal requirement and thereby contributing to overall success of organization. Job satisfaction is about the satisfaction of employees while they are in their job and employees can be satisfied with their job whilst not getting engaged with job or with organization. Employee engagement is a broader concept compared to job satisfaction and former deals with organization as a whole and later deals with individual employees. Engaging employees intends to increase and enhance productivity of employees, on other hand, job satisfaction does not leads to enhanced productivity. Factors driving engagement of employees in organization is different from factors that drives satisfaction of job at work (Whetzel and Wheaton 2016). Employees that are genuinely engaged with organization tends to have higher productivity, motivated employees, innovation, quality and high degree of customer satisfaction. Satisfaction of jobs can be regarded as one the part of engaged employees. Employer involvement is about demanding of involving workers in their decision making process of manag ement, changing initiatives and driving employees for making continuous improvement. Employer are involved in organization when the necessity arrives in case of demotivated workers (Biniari et al. 2017). This is done basically to affect working environment and encourage employees to participate in several decisions. Need for alignment between engagement practices and some corporate components: One of increasingly significant dimension of human resource practices in organization is employee engagement. Alignment of corporate components such as decision making, motivation of employees and satisfaction of customers and practice of engagement will help in achieving sustainable high performance on organization. Employee engagement is vital function of organization and its alignment with objective and aims of organization would provide other business benefits and has a positive influence on productivity. Importance of aligning human resource practice and business is dominant provided human resource strategy is influenced by business strategy. Alignment of corporate component and engagement practices helps in encouraging organizations to adopt engagement approaches. Need of alignment arises as it helps in creating connection between execution and strategy (Xanthopoulou et al. 2013). Employees are able to make sound judgment about work practices. An organization experiencing highe r cost of turnover has the need of aligning their employees as it help in maintaining strong financing performance of organization Employee engagement principal drivers: An organization can have many driver of employee engagement and in this regard, communication, leadership and work life balances are regarded as main drivers. One of the strongest driver of employee engagement in organization is a sense being involved and feeling valued. It is required by organizations to make implementation of each driver by careful consideration work life balances and potential burnout of employees. There are different combination of factors influencing different group of employees and it is consider for organizations to evaluate the factors that are essential for organization. Organizations will have engaged workforce and using this drivers will help in motivating them to achieve better performance of organization. Employees are the key components of any organization and providing them with better work life balance will help them to engage with organization on wider platform (Nel et al. 2014). Some of key drivers of employee engagement are listed below: Employees will be motivated to engage on higher platform with employees if they have feeling of being well informed about what is going on and happening in organization. Employees that are provided with opportunities so that they are capable of feeding their views in upward direction helps them in performing beyond the formal requirements of job. Employees having the perception that their manager and management is committed to organization will drive them to engage with organization to achieve desired objectives. Another driver to engagement can be considered is the flexibility in work schedule (Snell et al. 2015). Growth and welfare of employees, interpersonal relationships and employee empowerment are some of specific key drivers of engaging employees to any particular organization. Achievement of these driver places on importance and relevance of internal communication. The possibilities of employees engaging with their respective organizations is more when they are provided with safe and conducive working environment (Beardwell and Thompson 2014). Moreover, an organization having strong and motivating leaders will have their employees motivated and encouraged to get engaged with organization. Benefits of engaged workforce: Managers, employees, customer and organization as a whole are provided with several benefits of an engaged workforce. Benefits of employee engagement to employees- Engagement of employees are associated with flexible working patterns and engaged employees see their work as more meaningful and fulfilling. Engagement idea encompasses the pluralism concept and practical philosophy of management (Saks 2017). The important focus of employee engagement is employment relationship that is at the heart of high performance sustainability. It identifies the need of making genuine contribution on part of both employer and employees. Benefits of employee engagement to customers- Engaged employees helps in creating engaged and satisfied customers and it is generally perceived that customers who are satisfied are loyal to the organization. Engaged customers is connected to organization emotionally and they are capable of enjoying a consistent experiences among processes, products and employees (Camargo et al. 2015). Connection between customer engagement and employees engagement is enhanced if the employees are attached genuinely with the organization. Engaged customers are more than satisfied customers. There is a marked link between satisfaction of customers and engagement of employees. Customers having positive experiences due to support provided by employee engagement are more likely to recommend their business to others. Benefits of employee engagement to managers- Effectiveness of line managers can be enhanced by engaging employees in organization. Performance appraisal of managers can be enhanced by incorporation employee engagement into the process (Burton et al. 2017). Performance of managers can be improved by analyzing the engagement scores of employees. High score would depict managers efficiency and low score would indicate low efficiency of managers in creating sustained workforce. Benefits of employee engagement to organization- An organization is able to derive better outcomes of business if it has engaged employees and thereby enhancing their performance. Organizations will experience increased profit margin, growth in their revenue and total return it generates to shareholders due to increased employees engagement. Steps taken by organization for creating employee engagement culture: For enhancing employee engagement, an organization is required to create a culture that will help in motivating employees to do. There are many outcomes of having increased employee engagement such as employee retention, customer loyalty, and productivity of employee and self-efficacy of managers. In light of all the positive outcomes, it is of utmost importance to have an encouraging environment for engaging employees on wider platform. The tone for employee engagement can be set by workplace culture and their engagement can be well predicted by if a culture is created where employees are feel respected and motivated. It is done so that employees are willing to put discretionary efforts in quests of success (Gerken et al. 2016). Some measure that can be taken by organization for to create a culture of increased workers engagement are as follows: Discretionary behavior- Engagement level of employees is associated with discretionary efforts. An organization in an attempt to foster discretionary behavior to create an environment of employee engagement needs to identify some drivers. It involves individual consideration, autonomy and individual, equity and fairness, trust, self-sacrificial leadership and identification with team. Making effective use of positive enforcement will help organization in earning discretionary efforts. Employees providing discretionary efforts on sustainable basis helps in engaging employees. The indicator of willingness of employees to expend discretionary efforts is engagement of employees (Mone and London 2014). Effectiveness of organization is increased by way of employees discretionary behaviors. Job design- Job design is the process where range of tasks, responsibilities and duties are put together so that a composite of individuals is created so that work is undertaken by them while regarding as their own. Employee engagement is significantly impacted by job designs. Job design is said to have positive relationship between employee engagement and characteristics of job. Organizations are capable of motivating their employees by job design as it makes them comfortable in performing jobs and empower them to be a part of organization. It generates several outcomes that is beneficial to organization are managerial effectiveness, employee innovativeness and employees commitment (Budhwar and Debrah 2013). This will make them experiencing an increased level of employee engagement. Role autonomy- Autonomy of employees is considered as critical factor for employee engagement. Role autonomy is one of the drivers of employee engagement and it is related with trust and independence of staffs who all are at work. It deals with employees ability to control their work situation and they positively impacts individual and organization as a whole. When employees are provided with more discretion at their workplace, this leads to increase motivation, morale and thereby engagement of employees. Evaluation of diagnostic tools for measuring employee engagement and attitude: Creation of an accurate measure of employee engagement will help in establishing link between achieving primary objectives of business and different level of engagements. Attitude survey is an important diagnostic tool for measuring attitude of employees. 17 item Utrecht work engagement scale is a psychological measure of measuring employee engagement. Engagement and burnout of employees under this scale is measured independently using different scales. Dedication, vigor and absorption characterizes that engagement is work related, positive and fulfilling. Constituent element of engagement is absorption. One of the effective tools for development of organization can be conducting attitude survey. The measurement of engagement level of employees is done using three dimensions of multidimensional attitude. It involves advocacy, motivation and involvement. Advocacy is a belief by employees that organization is a good service provider as well as good employer. Employees regard organization as suitable to recommend to others. It can be done by conducting survey and asking individual employees. Motivation is about psychological attachment and enthusiasm of employees regarding job activities. Involvement is about feeling of employees that they are provided with the opportunities to make improvement and suggest to organization for their improved performance. Organization can measure all these dimension by conducting survey or interview within the organization and this will assist in depicting level of employee engagement and their attitude. Diagnostic tools that can be used by organization to measure employee engagement are employee engagement index. Measurement of engagement is done by asking employees to which they agree to the items that is involved in employee engagement index. Some of the items that is used in employee engagement index are achievement, alignment, commitment, advocacy, pride and discretionary efforts. This particular index involves dimensions and factors of experience of employees. Factors that are essential for improving economic, environmental and social performance are determined in this index (Keating and Heslin 2015). Strategies for raising level of engagement: The level of employee engagement in an organization can be raised by developing value propositions of employees, framing structure of organization, taking steps of overcoming barriers and resistance to employee engagement. Engagement is considered as productivity drivers and practice of employer should be influenced by government. This will help in supporting increased employee engagement. Overcoming resistance to employee engagement- Resistance or barriers to employee engagement in organization can be addressed by creating a common ground and understanding of engagement. Organization should try to identify the measures and steps that will enhance employee engagement and where they are lacking. Sometimes, barriers to employee engagement is faced by organization because of the communication style. Communication channel can be improved by redesigning and arrangement for dealing with several opinions of employees should be done (Brewster et al. 2016). Employee value proposition- Employee engagement in organization can be encouraged by developing and facilitating two way dialogue between management and employees. Organizations should take steps to create a genuine consultative environment for raising level of employee engagement. Engagement strategies of organization should incorporate creation of partnership between trade unions and management that would provide support of union in increasing employee engagement. A positive physiological contract between employer and employees can be created by developing vigorous employee value proposition. It has been ascertained that organizations having and making effective use of employee value proposition helps in creating workforce that are highly engaged. It is considered as one of the best tools that is available to organizations for engaging employees (Cross et al. 2017). Therefore, organization should develop the strategies of effectively using their employee value propositions that wil l help in creating engaged workforce. Creating structure facilitating employee engagement- The ingredient to make or increase level of employee engagement is leadership quality of managers in organization. At all level of business, leadership is considered to be more accountable for driving engagement from top to bottom of management. An organization can increase and build an engaged workforce by leadership development. This might call for change in structure of organization and strategies should be focused on building capability of leadership and thereby driving workers engagement (Hansen et al. 2014). In this regard, it is crucial to develop communication strategies. Organization forms facilitating promotion and participation by employees- An organization can experience large engaged workforce if they are able to successfully motivate and encourage their employees and make them feel of sense of being valued. Satisfaction of employees greatly impacts in increasing increased engagement level of employees and measures should be taken to communicate the way of rewarding the employees (Aswathappa 2013). Framing communication strategies for increasing level of employee engagement- For framing strategies of communication, it is required by organization to have a communication plan in place. Engagement of employees in organization can be enhanced by constructing a plan of communication. One of the critical factors for increasing employment engagement in an organization is communication and trust (Slack et al. 2015). It is recommended for organization to have communication plan comprising of six steps and effective strategies of communication forms the basis of communication plan. Assessing current internal strategy of communication- The first step is to evaluate the current strategy used by organization for engaging employees. If strategy is not competitive enough to motivate employees to engage them, it is important to reframe strategies accordingly. Identification of metrics required for tracking and measuring engagement level- Analysis of strategy for success should be another step to developed communication. Evaluation of actual performance of strategy calls for developing metrics. It can involves employees engagement metrics such as their involvement in decision making, productivity and absenteeism. If the metrics is not suitable and does not give proper results, there can be reformulation of strategies. Building a process of approval- An approval process for reforming strategies should be planned by organization and this will help in avoiding unnecessary issues associated with engaging employees. Internal communication tools- Communication strategies tool should be developed that will help in facilitating engagement of employees. References list: Allen, M.R., Ericksen, J. and Collins, C.J., 2013. Human resource management, employee exchange relationships, and performance in small businesses. Human Resource Management, 52(2), pp.153-173. Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Aswathappa, K., 2013. Human resource management: Text and cases. Tata McGraw-Hill Education. Beardwell, J. and Thompson, A., 2014. Human resource management: a contemporary approach. Pearson Education. Biniari, M., Monsen, E., Van Gelderen, M. and Wincent, J., 2017, January. 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