Explaining Communicable and Non-Communicable Diseases

The provided assignment content appears to be a collection of various sources related to human resource management, training and development, leadership, and employability. The sources include academic articles, books, and online materials that cover topics such as effective communication, performance management, workplace learning, and career development. The content also touches on the importance of quality work environments, motivation, and competitive intelligence. The overall theme seems to be centered around human resource management, organizational development, and employee growth.

Employee Engagement
1

TABLE OF CONTENTS
LITERATURE REVIEW.....................................................................................................................3
Employee engagement.....................................................................................................................3
Significance of employee engagement............................................................................................3
Benefits of employee engagement to human resource practice.......................................................4
Techniques of employee engagement..............................................................................................4
Questionnaire...................................................................................................................................5
REFERENCES.....................................................................................................................................7
2

LITERATURE REVIEW
Employee engagement
It is necessary for every business organisation to have enhanced focus on emotional connection
with an employee so that he can feel valued and feel prompt to accomplish goals in a better way. As
per the view of Berger (2008), it can be said that the employee engagement is all about efforts rendered
by organisation to have better relationship with employees. He also asserted that it is a ratio to which
workers feel fervent in context of their job and commitment towards organisation (Berger, 2008). On
the other side,Gully (2013) has stated that the employee engagement is an approach which is used by
organisations to amend the involvement of workforce in various operational and decision making
practices (Gully, 2013). He has also contended that employee engagement depends on nature of the
job. In this, it is necessary for business to focus on communication and trust factors among employees
so that they can feel stimulated which is beneficial for better organisational development. Moreover,
the Lucio (2013) has also argued that the employee engagement is an activity which promotes
functioning of human resource department by creating relation between management and workers. It is
considered as a critical aspect to organisational success which can increase employee’s productivity
and performance (Lucio, 2013).
Significance of employee engagement
Lucio (2013) has explained that the employer can promote the aspects of employee engagement
by focusing on diverse ways such as communication, motivation, leadership, etc. In order to have
effective promotion of employee engagement it is essential for the management to properly identify
employee needs. If employer is not able to meet the workforce needs then employee engagement can
face some critical negative impacts on the overall performance (Lucio, 2013). In support of this,
Werner (2008) has contended that employer can have better employee engagement by offering various
rewards, giving better training to have excellence in work, providing information about various
organisational factors and subjects, continuous feedback, etc (Werner, 2008). Abu-Doleh (2012) has
asserted that employee engagement practice have great influence on activities of human resource
department. It has changed the work culture of human resource departments in the diverse manner. For
example, human resource departments of big organisations are now looking forward to promote
employee engagement within work culture because it enhances effective management of work. It
provides better opportunity to meet satisfaction needs of employees and lead business to impressive
success (Haines, 2010). With an assistance of this, human resource departments of diverse firms can
design effective training and development programs. He has also stated that the employee engagement
plays a key role in effective identification of employee and training needs.
3

Benefits of employee engagement to human resource practice
Employee engagement has become an important section of HR practice as it provides several
benefits to the organisation. As per the view of Kenworthy (2001), employee engagement is essential
because modern market leads to various challenges in business such as economic, climate, etc. With
the help of employee engagement the human resource management can easily gather information about
various issues and spot out new ways to overcome them in a better way (Kenworthy, 2001). The
increased level of experienced employee’s involvement in decision making process of human resource
activities has also improved the workplace environmental conditions. It has critically been stated by the
Katuwal (2008) that improved level of employee engagement provides effective identification of
employees needs which is beneficial for better designing of employee training program. With an
assistance of employee engagement the performance of workers can be enhanced to meet the
organisational objectives (Katuwal, 2008). Human resource department can have discussion with
employees regarding pay conditions and other benefits which will enhance the employee satisfaction
level and facilitate in effective accomplishment of goals. Tansley (2001) has argued that the human
capital management is one of key aspect to develop better relation with employees so it is necessary for
business organization to have improvement in human resource practice. It has been spotted by him that
employee engagement has become essential for effective capital management and it provides better
sustainability to gain organisational competitive advantages (Tansley, 2001).
In support of employee engagement the Anon (2015) has asserted that it provides various
innovative ways to overcome issues and manage work which is beneficial for effective promotion of
human resource practice. It also enhances positivity at workplace which relates directly with the
diverse operational actions (Anon, 2015). By focusing on employee engagement the human resource
management can also improve the retention rate of employees. Sparrow (2012) has concluded that
employee engagement provides effective professional relationship which makes management
understand about key needs of workforce and allow them to formulate effective strategies. The
effective formation of human resource management strategies also increases satisfaction level among
workforce and boosts the retention rate (Sparrow, 2012).
Techniques of employee engagement
There are number of techniques which can accessed by human resource management to amend
the promotion of employee engagement. As per the view of Guest (2011), leadership style plays a key
role in effective promotion of employee engagement. It means it is necessary for human resource
management to focus on leadership style. Organisations an focus on participative leadership in order to
amend the employee engagement (Guest, 2011). In the support of this Storey (2014) has stated that it
4

will allow employees to share their views and ideas with management. The improved level of sharing
is beneficial for better designing of strategies. Storey (2014) has also asserted that the human resource
department can also focus on feedback system in order to amend the employee participation.
Management can provide weekly feedback and review to employees about their performance which
will amend their morale so that employees can have effective level of efforts to meet goals (Storey,
2014). With an assistance of feedback system the employees can understand the aspects of effective
performance which provides great support to functioning of human resource management.
Liebowitz (2010) has also critically explained that employee engagement can also be promoted
by conducting meetings and team activities. In this support, human resource management can conduct
team activities so that all members can have effective interaction and sharing of information
(Liebowitz, 2010)). It will enhance the positivity in organisational environment and facilitate human
resource management to meet goals in better way.
5

Questionnaire
1. Does your employees regularly share and exchange ideas with management
 Yes
 No
2. Does organisation provides correct values to individual worker
 Yes
 No
3. Organisational culture promotes a balance between work and satisfaction level.
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree
4. Your organisation use reward policy to amend motivation and employee engagement
 Yes
 No
5. Leadership plays key role in allocating financial and other resources
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree
6. Organisation focuses on effective communication system between management and employees
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree
7. Training and development can amend employee engagement within organisation
 Strongly Agree
 Agree
 Neutral
 Disagree
6

 Strongly Disagree
8. Employee participation allow manager to empower workers in order to have effective decisions
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree
9. What do you think about importance of employee engagement in HR practice, Please state in few
words
….................................................................................................................................................................
.....................................................................................................................................................................
..............................................................
Thank You
7

REFERENCES
Books and Journals
Abu-Doleh, D. J., 2012. Human resource management and total quality management linkage – rhetoric
and reality: Evidence from an empirical study. International Journal of Commerce and
Management. 22(3). pp. 219-234.
Berger, L., 2008. The Compensation Handbook. McGraw Hill Professional.
Guest, D. E., 2011. Human resource management and performance: still searching for some answers.
Human Resource Management Journal. 21(1). pp.3-13.
Gully, S., 2013. Human Resource Management. Cengage Learning.
Haines, Y. V., 2010. The Influence Of Human Resource Management Practices On Employee
Voluntary Turnover Rates In The Canadian Non Governmental Sector. Industrial And Labor
Relations Review. 63(2). pp. 228-246.
Harter, J. K., 2002. Business-unit-level relationship between employee satisfaction, employee
engagement, and business outcomes: a meta-analysis. Journal of applied psychology. 87(2). pp.
268.
Katuwal, B. S., 2008. Human Resource Management by Gurpreet Randhawa. Indian Journal of
Industrial Relations. 43(4). pp. 665-668.
Kenworthy, L., 2001. Wage-Setting Measures: A Survey and Assessment. World Politics 54(57-98)
Liebowitz, J., 2010. The role of HR in achieving a sustainability culture. Journal of Sustainable
Development. 3(4). pp.50.
Lockwood, N. R., 2007. Leveraging employee engagement for competitive advantage. Society for
Human Resource Management Research Quarterly. 1. pp. 1-12.
Lucio, M., 2013. International Human Resource Management: An Employment Relations Perspective.
SAGE.
Sparrow, P.,2012. The employment relationship: Key challenges for HR. Routledge.
Storey, J., 2014. New Perspectives on Human Resource Management. Routledge.
Tansley, C., 2001. Effecting HRM-style practices HRough an integrated human resource information
system: An e-greenfield site?. Personnel Review. 30(3). pp.351 – 371.
Werner, S., 2008. Global Compensation: Foundations and Perspectives. Routledge.
Online
Anon, 2015. Human resource management. [Online]. Available through: <http://strategic human
resource management>. [Accessed on 3 November 2015].
8

9