“Engagement is a fundamental human
need. It is a power that resides in most people, waiting to be unlocked. People
want to be engaged in what they do. If employers build the foundation,
employees will do the rest” (Maylett and Warner, 2014, p.4). Employee
engagement is the motivation and commitment of the staff towards the work of
the organization (Armstrong and Taylor, 2014). Moreover, according to Mathis
and Jackson, (2008), the extent of the employee’s devotion and augmentation
define as employee engagement. As an illustration, the topic can expound as a
conception where the employees are involving by spending time and draw
commitment through willingness (Macey et al., 2009).
Alternatively, employees expect value
and recognition from the employer for the job which they complete. In the event
of such, they work and confident. Nevertheless, employees reach the extra mile
and deliver excellently on job performance (Vans, 2006).
(Source: Blessing White 2013)
References
Armstrong,
M and Taylor, S. (2014) Armstrong's handbook of Human Resource
Management Practice. 13th ed. London, Kogan Page.
Maylett, T
and Warner, P. (2014) Magic Five keys to
unlock the power of employee engagement. Texas, Greenleaf Book Group Press.
Macey, W.
H., Schneider, B., Barbera, K. M, and Young, S. A. (2009) Employee Engagement Tools
for analysis, Practice, and Competitive advantage. West Sussex, Wiley-Blackwell.
Mathis, R.
L and Jackson, J. H. (2006,2008) Human Resource
Management.12th ed. New York, Thomson South-Western a part
of the Thomson Corporation.
Vans, R.J. (2006) Employee
engagement and commitment: A guide to understanding measuring and
increasing engagement in your organization. Alexandria, The SHRM Foundation.
A fully engaged and motivated employee
with high morale will always lead to the great efficiency and maximum level of
productivity in the organization (Robbins, 2013). Besides, many organizations
have now taken employee engagement as a high rated measurement to read the
assessment of organizational performance (Whittington et al., 2017).
The topic treats as the primary driver of
profitability, employee loyalty, and customer loyalty. Nevertheless, companies
which are performing with a high level of employee engagement mark their
accounting books with low-cost entries due to low employee turnover, man-made
operational loses and accidents. Furthermore, it is not required to have lengthy
HR policies to control the behavior of the employee as they are emotionally
attached to produce the maximum energy for the organization (Reck, 2016). References
Robbins, J. (2013) Nine Minutes On
Monday. The Quick and Easy Way to Manager to Leader. The United States
of America, The McGraw-Hill Companies.
Reck, R. (2016) 100% Employee Engagement
introducing a new management model. Revised ed. Tempe, Ross Reck and
Associates.
Whittington,
J, L., Meskelis, S., Asare, E and Beldona, S. (2017) Enhancing employee
engagement: An Evidence-Based Approach. Cham,
Springer Nature.
Real-life examples from the organization which I work for… The employer needs to ensure to create a
self-motivated culture in the organization while defusing workplace
disagreements. Apart from that, it is important to elevate workplace
excellence. At this juncture, it is not required to fully concentrate the
bonuses and other compensation benefits since the positive culture already
impacted on the ground (Friedman, 2014). Moreover, Joshi (2013) demonstrated
that there are different ways of strategies which can apply for all
organization to have high employee engagement. Accordingly, few of such steps
can be decorated as follows,
Empowering employees
Empowerment takes place when employees
are allocated with authority, faith, and encouragement to complete a specific
task. This makes the individual more responsible for the duties.
Providing an effective rewarding system
In order to motivate the behavior of
employees it is essential to have a proper rewarding system in the organization
and it persuades the employees to be consistent with what they do. Further, to get
the best from the organization needs to evaluate its contribution by offering
bonus, time off, and promotions.
Redesigning jobs
Many employees get bored with their job
due to the absence of a new face for the same over a period. Hence,
restructuring and redesigning of the job profile also a valid fact to enhance
the performance of them.
Job enlargement
This will create an additional task for
the individual. However, such an employee presumes that he/she has been
recognizing as a responsible person in the organization. That presumption
assists to create a positive mindset.
Job rotation
Through effective job rotation, high
enthusiasm can be created among all the staff as they are being allocated in
different job roles from time to time. Further, employees are compelled to
learn and study co department duties as well. As such, they have a better
understanding of how co-workers are engaged to achieve the goals of the firm.
Creating flexibility
“Flexitime” permits employees to set
and control their own work hours. Due to family needs to staff are not prefer
to perform in the time frame of 9-5. Therefore, based on the job profile some
prefer to work under flexi-time. E.g. Marketing staff.
Harter and Wagner (2006) confronted a
few facts which will assist to build and engaging an employee such as, to do
the best in every day, material and equipment to do the work right, recognition
and praise for the good job they do and the employee opinion seems to be
considered. Similarly, superior need to care of the subordinates. Encouraging
the development of the staff, evaluate the progress in regular intervals are
vital aspects in the move to make a platform to learn and grow.
Thus, according to Paxton (2015), there
are two factors that mainly impact the engagement of the employees. Those are
hygiene and motivation factors. Hygiene factors are also announcing as
maintenance factors. These factors are not direct courses to the job profile
but such conditions assist to execute the job properly. When these facts are
not in order it persuades employees to get dissatisfied. The motivator factors
pertain to the job and intrinsic to the job itself. The same does not result
from carrot and stick incentives. It includes the physiological need for growth
and recognition and it creates sentimental value for the employee. The absence
of these factors does not cause highly dissatisfaction. However, when it
presents a strong bond will create with an employer which will ultimately
furnish good job performance. References
Friedman, R. (2014) The best place to
work: The art and science of creating and extraordinary workplace. New
York, Penguin Random House LLC.
Harter, J. K., Wagner, R.
(2006) 12 The
elements of great managing: Based on Gallup’s ten million workspace
interviews – the largest worldwide study of employee engagement. New York,
Gallup Press.
Joshi, M.M. (2013) Human
Resource Management. 1st ed. India, Bookboon [Online].
Available at https://premium.bookboon.com.>.
[Accessed on 6th November 2018].
Paxton, B. (2015) Herzberg’s
Motivation Theory [online]. Available at: <https://www.youtube.com.>.
[Accessed on 6 November 2018].
In the year 2017, the National
Development Bank shined up with a special benefit to all the confirmed staff
under the medical scheme. Prior to 2017, the staff was facilitated with a
blanket hospitalization cover of Rs. 300,000/- includes family members. However,
in accordance with the revised medical policy all permanent carders and their
family members are entitling to the individual cover of Rs. 300,000/-
irrespective of the number of members.
Further, commencing from the same year,
Management decided to enhance the DSCR eligibility when considering credit
facilities for the staff. This assisted the staff to obtain additional credit
facilities from the bank at the public rate, though their staff loan quota is
over. These new steps stood like a post to persuade the employees to get
engaged in with NDB. In addition to the above the bank provides good working
conditions with the clean and comfortable office environment, with healthy
relationships with superiors and subordinates, the salaries are good and slightly
above industry standards, and employees work with minimum supervision.
Till early 2015, “National Development
Bank PLC” failed to have a proper KPI system to evaluate employee performance.
Hence, there were many concerns over the selection process to promotions and
increments from staff end. This situation led to anchor high staff turnover
from different forums from middle management to clerical level. As such, top
management implemented a new KPI system named “HCM Cloud”. As a result
of that during the year, 2016 to now a significant reduction of employee
resignations can be observed. As per HR sources and calculations, it is a drop
of 38% compared to the years prior to 2015.
Moreover, the Bank conducts a ceremony every
year called “Retail Banking Awards”. The purpose of organizing this
event is to reward the best employees & branches who achieved the assigned
targets during the calculated year. Best individuals and units are getting
awarded by trophies with cash prices on a big stage in the presence of all the
employees. These moves created a positive thought in the mind of the staff to
be engaged with the employer.
Organizational culture makes a considerable impact on
employee engagement. Though it’s carried out by the HR personals, it’s the
responsibility of everybody in the organization. This is one of the important
issues in the global context (Jaramillo and Richardson,2017).
Typical HR decision frameworks also strike as a sample which blocks the
engagement process. Mostly, when a new proposal comes out to enhance the
engagement level, the usual slogan would be “we already have it”. Salary grade
system in one of the major fact which elaborate the resistance to engagement.
There should be a common architecture system to build the bride and the same
should be easily understandable for all the employees of the organization
(Cascio and Boudreau, 2011). Moreover, the compensation policies of HR limits
the outcome of the employees as the same is outdated. This leads to lifting the
staff resignation volume. Hence, having a smooth and cured HR policy creates momentum for high employee engagement (McGuire and Brenner, 2015).
Establishing a healthy communication
approach is much
needed to take the message of the employer to the staff. Organizations require
to deliver the accurate message to the employees though, the same not reach
them in an accepted way due to the barriers of the messenger. Mostly, this is
the duty to middle management. Hence, in the event of passing the inaccurate
content will change the mindset of the staff and the results would be varying
with the expected. Accordingly, particularly employee has to face some negative
consequences on the performance. In order to prevent from same, a clear
communication approach is required and it will be assisted the employee to get
engaged with the organization (Ryerson University, 2011).
Hoyle (2013) emphasis, Complete
training actualizes the brilliance of creating a workforce.
Accordingly, workplace training enables employees to do things differently and
do a different thing. When the employer in need of communicating or do a
behavioral run in the employees, they use this as a silent killer as the impact
will get not expose instead the results. Further, changing behavior is a
questionable offense that is hard to read from the eye of the organization.
However, when new activities become very often employees hug it from both hands
as a practice becomes law in real terms. As such, communicating a change in the
environment via a complete training session will be a definite plus in employee
engagement.
The experience of the employees also a fact to consider when
creating or enhancing employee engagement. This is justifiable and in the
discussion of the eye of employees and organizations. From the perspective of
staff, the experience is the skill and knowledge to work in the organization.
However, the organization defines the experience as what they really want the
employee to be. This is a challenge in day to day life. Hence, just because the
organization does something thing will not help the employee to peruse the same
(Morgan, 2017).
The availability of the positive model to create employee engagement
sounds good. This assists in always identifying organization strength based on
employee feedback. This elaborate where the company needs to be improved and it
shows the improvement in the level of engagement. Elements of the strategy
should be prioritized as per the best understanding of the institution.
However, the clear vision, mission, and objectives should be purely based in
terms of the organization which suits to the employees (Cook, 2008).
Fast track approach should be shown to all the
employees to reach for a higher position in their carrier. This is
resource-based thinking and a technique presented in many ways. It is required
to present the same in a short and understandable way. Then it persuades the
employee to accelerate their performance to reach the expected seat (Ross,
2010).
(Blessing White, 2018)
References
Blessing white (2018)
Engagement model [online]. Available at: <https://www.youtube.com.>.
[Accessed on 6 November 2018].
Cascio, W and Boudreau, J.
(2011) Investing
in people: Final impacts of human resources initiatives. 2nd ed.
New Jersey, Pearson Education, Inc.
Cook, S. (2008) The
essential guide to employee engagement: Better business performance
through staff satisfaction. London, Kogan Page.
Hoyle, R. (2013) Complete
Training: From recruitment to retirement. London, Kogan Page Limited.
Jaramillo,
S and Richardson, T. (2017) Agile Engagement: How to drive
lasting results by cultivating a flexible, responsive and collaborative
culture. New Jersey, John Willy and Sons, Inc.
McGuire, T and Brenner, L.
(2015) Talent
Valuation: Accelerate market capitalization through your most important
asset. New Jersey, Paul Boger.
Morgan, J. (2017) The
employee experience advantage: How to win the war for talent by giving the
employees work space they want, the tools they need, and a culture they can
celebrate. New Jersey, John Willy and sons Inc.
Ross, D. (2010) Managing
people & Performance: Accelerate your career. Fast track tosuccess.
USA, Pearson education limited.
“Engagement is a fundamental human need. It is
a power that resides in most people, waiting to be unlocked. People want to be
engaged in what they do. If employers build the foundation, employees will do
the rest” (Maylett and Warner, 2014, p.4). Employee engagement is the
motivation and commitment of the staff towards the work of the organization
(Armstrong and Taylor, 2014). Moreover, according to Mathis and Jackson, (2008)
extent of the employee’s devotion and augmentation define as the employee
engagement. As an illustration, the topic can expound as a conception where the
employees are involving by spending time and draw the commitment through
willingness (Macey et al., 2009).
Alternatively, employees expect value and recognition
from employer for the job which they complete. In the event of such, they work
and confident. Nevertheless, employees reach an extra mile and deliver excellent
on the job performance (Vans, 2006).
Importance
Fully
engaged and motivated employee with high morale will always leads to great
efficiency and maximum level of productivity in the organization (Robbins,
2013). Be sides, many organizations now taken the employee engagement as a high
rated measurement to read the assessment of the organizational performance (Whittington et al., 2017).
The
topic treat as the primary driver of profitability, employee loyalty and
customer loyalty. Nevertheless, companies which are performing with high level
of employee engagement mark their accounting books with low cost entries due to
low employee turnover, man-made operational loses and accident. Furthermore, it
is not required to have lengthy HR policies to control the behavior of the
employee as they are emotionally attached to produce the maximum energy for the
organization (Reck, 2016).
(Source : Blessing White 2018)
Road to employee engagement
Employer
needs to ensure to create a self-motivate culture in the organization while
defusing work place disagreements. Apart from that it is important to elevate
work place excellence. At this juncture it is not required to fully concentrate
the bonuses and other compensation benefits since the positive culture already
impacted on the ground (Friedman, 2014). Moreover, Joshi (2013) demonstrated
that there are different ways of strategies which can apply for all
organization to have high employee engagement. Accordingly, few of such steps
can be decorated as follows,
Empowering employees
Empowerment
take place when employees are allocated with authority, faith and encouragement
to complete a specific task. This makes the individual more responsible in the
duties.
Providing an effective rewarding system
In
order to motivate the behavior of employees it is essential to have a proper
rewarding system in the organization and it persuade the employees to be
consistent on what they do. Further, to get the best from them organization
needs to evaluate their contribution by offering bonus, time off and
promotions.
Redesigning jobs
Many
employees get bored on their job due to absence of new face for same over a period.
Hence, restructuring and redesigning of the job profile also a valid fact to
enhance the performance of them.
Job enlargement
This
will create an additional task to the individual. However, such employee
presume that he/she has been recognize as a responsible person in the
organization. That presumption assists to create a positive mind set.
Job rotation
Through
effective job rotation high enthusiasm can be created among all the staff as
they are being allocated in different job roles time to time. Further,
employees are compelling to learn and study the co department duties as well.
As such, they have a better understanding how the co-workers are engaged to
achieve goals of the firm.
Creating flexibility
“Flexi
time” permits employees to set and control their own work hours. Due to family
needs to staff are not prefer to perform in the time frame of 9-5. Therefore,
based on the job profile some are prefer to work under flexi-time. E.g.
Marketing staff.
Harter
and Wagner (2006) confronted few facts which will assist to build an engage
employee such as, to do the best in every day, material and equipment to do the
work right, recognition and praise for the good job they do and the employee
opinion seems to be considered. Similarly, superior needs to care of the
subordinates. Encouraging the development of the staff, evaluate the progress
in regular intervals are vital aspects in the move to make a platform for learn
and grow.
Thus,
according to Paxton (2015) there are two factors which are mainly impact for
the engagement of the employees. Those are hygiene and motivation factors.
Hygiene factors are also announcing as maintenance factors. These factors are
not direct course to the job profile but such conditions assist to execute the
job properly. When these facts are not in order it persuade employees to be get
dissatisfy. The motivator factors pertain to the job and intrinsic to the job
itself. The same do not resulted from carrot and stick incentives. It includes the
physiological need for growth and recognition and it create sentimental value
for the employee. The absence of these factors does not caused to highly dissatisfaction.
However, when it present strong bond will create with employer which will
ultimately furnish good job performance.
(Source : Paxton 2015)
Real life examples from the
organization which I work for…
Hygiene factor
In the year 2017, National Development Bank
shined up with a special benefit to all the confirmed staff under the medical
scheme. Prior to 2017, staff were facilitated with a blanket hospitalization
cover of Rs. 300,000/- includes the family members. However, in accordance to
the revised medical policy all permanent carders and their family members are entitling
to the individual cover of Rs. 300,000/- irrespective the number of members.
Further, commencing from the same year,
Management decided to enhance the DSCR eligibility when consider credit
facilities for the staff. This assisted to the staff to obtain additional
credit facilities from the bank at the public rate, though their staff loan
quota is over. These new steps stood as a post to persuade the employees to get
engaged in with NDB. In addition to the above the bank provides good working
conditions with clean and comfortable office environment, with healthy
relationships with superiors and subordinates, the salaries are good and
slightly above industry standards, and employees work with minimum supervision.
Motivation factor
Till early 2015, “National Development Bank
PLC” failed to have a proper KPI system to evaluate employee performance.
Hence, there were many concerns over the selection process to promotions and
increments from staff end. This situation led to anchor high staff turnover
from different forums from middle management to clerical level. As such, top
management implemented a new KPI system named “HCM Cloud”. As a result of that during the year of 2016 to till
now a significant reduction of employee resignations can be observed. As per HR
sources and calculations it is a drop of 38% compared to the years prior to
2015.
Moreover, Bank conducts a ceremony in every
year called “Retail Banking Awards”. The
purpose of organizing this event is to reward the best employees & branches
who achieved the assigned targets during the calculated year. Best individuals
and units are getting awarded by trophies with cash prices on a big stage in
presence of all the employees. These moves created a positive thought in the mind
of the staff to be engaged with employer.
Organizational
culture makes a considerable
impact towards the employee engagement. Though it’s carry out by the HR
personals, it’s the responsibility of everybody in the organization. This is
one of the important issues in the global context (Jaramillo and Richardson,2017).
Typical
HR decision frame works also
strike as a sample which block the engagement process. Mostly, when a new
proposal comes out to enhance the engagement level, the usual slogan would be
“we already have it”. Salary grade system in one of the major fact which
elaborate the resistance to engagement. There should be a common architecture
system to build the bride and the same should be easily understandable for all
the employees of the organization (Cascio and Boudreau, 2011). Moreover, the
compensation polices of HR limits the outcome of the employees as the same are
outdated. This leads to lift the staff resignation volume. Hence, having a
smooth and cured HR policy create the momentum to high employee engagement (McGuire
and Brenner, 2015).
Establishing
a healthy communication approach is much needed to take the message of the employer to the staff. Organization
require to deliver the accurate message to the employees though, the same not
reach to them in the accepted way due to the barriers of the messenger. Mostly,
this is the duty to the middle management. Hence, in the event of passing the
inaccurate content will change the mindset of the staff and the results would
be varying with the expected. Accordingly, particularly employee has to face
some negative consequences on the performance. In order to prevent from same, a
clear communication approach is required and it will be assisted the employee
to get engaged with the organization (Ryerson University, 2011).
Hoyle (2013) emphasis, Complete training actualizes the brilliance of creating a
workforce. Accordingly, workplace training enables the employees to do things differently
and do different thing. When the employer in need to communicate or do a
behavioral run in the employees, they use this as a silent killer as the impact
will get not expose instead the results. Further, changing behavior is a
questionable offence which is hard to read from the eye of the organization.
However, when new activities become very often employees hug it from both hands
as practice becomes law in real terms. As such, communicating a change in the
environment via a complete training session will be a definite plus in the
employee engagement.
The
experience of the employees also a
fact to consider when creating or enhancing employee engagement. This is
justifiable and in the discussion of the eye of employee and organization. In
the perspective of staff, the experience is the skill and knowledge to work in
the organization. However, organization defines the experience as what they
really want the employee to be. This is a challenge in day to day life. Hence,
just because the organization does something thing will not help the employee
to peruse the same (Morgan, 2017).
Availability
of positive model to create
employee engagement sound good. This assist always to identify organization
strength based on the employee feedback. This elaborate where the company needs
to be improved and it shows the improvement in level of engagement. Elements of
the strategy should be prioritizing as per the best understanding of the
institution. However, the clean vision, mission and objectives should be purely
based in terms of the organization which suits to the employees (Cook, 2008).
Fast
track approach should be
shown to all the employees to reach for the higher position in their carrier.
This is a resource base thinking and a technique presented in many ways. It is
required to present the same in short and understandable way. Then it persuades
the employee to accelerate their performance to reach the expected the seat
(Ross, 2010).
Conclusion and recommendation
Employee
engagement cannot be solely interpreting as a simple human activity. It’s a
clean combination of a strategic management and human behavior. Further, Organization
productivity, Customer service excellence
is driven by the employee
engagement. The organization
should create an environment for employee engagement to strive by satisfying
both hygiene and motivational aspects as per Herzberg’s two factor model.
REFERENCES
Armstrong, M and Taylor, S. (2014) Armstrong's
handbook of Human Resource Management Practice. 13th ed. London, Koganpage. Blessingwhite
(2018) Engagement model [online]. Available at: <https://www.youtube.com.>.
[Accessed on 6 November 2018]. Boudreau, J, W and Ramstad, P, M. (2007) Beyond HR: The new science of human
capital. Boston, Harvard Business school publishing corporation. Cascio, W and Boudreau, J. (2011) Investing in people: Final impacts of
human resources initiatives. 2nd ed. New Jersey, Pearson Education,
Inc. Cook, S. (2008) The essential guide to employee engagement: Better business
performance through staff satisfaction. London, Kogan page. Efron, L. (2017) Purpose meets execution: How winning organizations accelerate
engagement and drive profits. New York, Bibliomotion Inc.
Friedman, R. (2014) The best place to work: The art and
science of creating and extraordinary workplace. New York, Penguin Random House
LLC. Hoyle, R. (2013) Complete Training: From recruitment to retirement. London, Kogan
Page Limited. Jaramillo, S and
Richardson, T. (2017) Agile Engagement:
How to drive lasting results by cultivating a flexible, responsive and
collaborative culture. New Jersey, John Willy and Sons, Inc. Joshi, M.M. (2013) Human
Resource Management. 1st ed. India, Bookboon [Online]. Available at https://premium.bookboon.com.>.
[Accessed on 6th November 2018].
Mathis, R. L and Jackson, J. H. (2006,2008) Human Resource Management.12th
ed. New York, Thomson South-Western a part of the Thomson corporation. McGuire, T and Brenner, L. (2015) Talent Valuation: Accelerate market
capitalization through your most important asset. New Jersey, Paul Boger.
Macey, W. H., Schneider, B., Barbera, K. M and Young,
S. A. (2009) Employee Engagement Tools
for analysis, Practice, and Competitive advantage. West Sussex,
Wiley-Blackwell.
Maylett, T and Warner, P. (2014) Magic Five keys to unlock the power of employee engagement. Texas,
Greenleaf Book Group Press. Morgan, J. (2017) The employee experience advantage: How to win the war for talent by
giving the employees work space they want, the tools they need, and a culture
they can celebrate. New Jersey, John Willy and sons Inc. Maylett, T and Warner, P.
(2014) Magic Five keys to unlock the power
of employee engagement. Texas, Greenleaf Book Group Press. Paxton, B. (2015) Herzberg’s
Motivation Theory [online]. Available at: <https://www.youtube.com.>.
[Accessed on 6 November 2018].
Robbins, J. (2013) Nine Minutes On Monday. The Quick and Easy
Way to Manager to Leader. United States of America, The McGraw-Hill
companies. Ryerson University. (2011) Change Management leadership guide.
Toronto.
Reck, R. (2016) 100% Employee Engagement introducing a new
management model. Revised ed. Tempe, Ross Reck and Associates. Ross, D. (2010) Managing people & Performance: Accelerate your career. Fast
track tosuccess. USA, Pearson
education limited. Sternberg, L and Turnage, K. (2017) Managing to make a difference: How to
engage, retain and develop talent for maximum performance. New Jersey, John
Willy and Sons Inc.
Vans, R.J. (2006) Employee engagement and commitment: A
guide to understanding measuring and increasing engagement in your
organization. Alexandria, The SHRM Foundation.
Whittington, J, L., Meskelis,
S., Asare, E and Beldona, S. (2017) Enhancing
employee engagement: An Evidence-Based Approach. Cham, Springer Nature.
Harter, J. K., Wagner, R.
(2006) 12 The elements of great managing:
Based on Gallup’s ten million work space interviews – the largest worldwide
study of employee engagement. New York, Gallup press.
