Strategies for Employee Engagement, Empowerment, and Motivation
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This article discusses the importance of employee engagement, empowerment, and motivation in human resource management. It explores various strategies for creating a positive work environment and achieving organizational success.
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Running head: LEADING AND MANAGING ORGANISATIONS LEADING AND MANAGING ORGANISATIONS Name of the student: Name of the university: Author note:
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1LEADING AND MANAGING ORGANISATIONS Introduction: One of the important departments of human resource management (HRM) is employee engagement, empowerment, and motivation. HRM is responsible for addressing the employee’s concerns and grievances. Constructing efficient ways of engaging employees, empowering them and motivating them will help the organization achieving great heights of success. For creating a positive environment and maintaining the overall success of the business, the HRM requires innovative ways of satisfying employee’s needs including rewards, recognition, and growth. In order to create a more engaged and productive workforce, organizations need efficient and innovative strategies for employee engagement, empowerment, and motivation (Long, Ajagbe and Kowang 2014). The strategies of engaging staff in workplaces today: According to Bursch and Kelly (2014), the key factor in creating employee engagement is through motivation. Motivation can be defined as the enthusiasm to exert high levels of effort in order to achieve organizational goals, appropriately done by the effort’s ability to fulfill some individual need. Motivation is a term that is inclined with job satisfaction and with a feeling of achievement at the same time. An employee will retain n an organization when there are things that motivate them. Organizations are required to focus on five core characteristics of job design as it allows organizations to bring forth the maximum potential of client. Firstly, in order to encourage and motivate employee skill variety is the extent to which a job involves avariety of activities. Variety of activities will ensure that employees can utilize a full range of knowledge, abilities and skills. The degree to which a job needs several activities, it demands workers to have various
2LEADING AND MANAGING ORGANISATIONS talents and skills. Employees are capable of making experiencing more meaningfulness in their work by doing jobs that demands different skills and abilities compared to jobs that are dull and monotonous.Secondly,employeesexperiencemeaningfulnessintheirjobrolethrough taskidentity. The degree to which the job requires employees to complete work that gives tangible outcomes is called task identity. Thirdly, employees begin to gain more meaning in their work when they are involved in the entire process instead of merely becoming responsible for one segment of the work. This let the employees gaining meaning in their job as they feel the way the work it fits into the mission of the organization. Fourthly, employees may also gain meaningfulness through task significance or the degree to which people’s lives are influenced by the work. Fifthly, when employees begin to find meaning in their work, it improves their psychological or physical wellbeing such as any kind of work that make them feel worthy and showing concern for others. The capability of influencing other may come from either immediate organization or in the external environment. According to Cloutier et al. (2015), employee engagement is a workforce approach designed for ensuring the commitment of the employees towards their organization and its goals, objectives, and values. Combining together, it is a way of encouraging employees to contribute to organizational success at the same time it helps to enhance their own sense of well-being. Employee engagement is the emotional attachment employee’s feels for their organization, towards their place of work, job role, and position within the company. Human resource management should know the employees and the working force of the organization.The strategies that are utilized by the workplaces to engage their staff can be in various forms. They may differ depending on the type of business, location of the business and the medium of business.
3LEADING AND MANAGING ORGANISATIONS 1.The first method of the workplacestowards making the move towards employee engagement is using the right employee engagement survey. When an organization inquires its employees for their opinion, the employees certainly expect the actions to be followed. However, businesses often make the mistake of using employee surveys to collect data that are not relevant or not possible to act. Therefore, in the contemporary era, the first step is to conduct a survey that would provide specific information that is not only relevant but also actionable for any team at any organizational level. Data have proven to be the critical performance metrics for influencing (Cohen 2017). 2.Job enrichment: HRM must pay attention to the job roles where an employee gets placed. It is difficult to feel for the organization when the job role is not defined appropriately or do not possess a meaning. Therefore, by incorporating purpose, variety, autonomy and co-worker respect, a job can be enriched and enhanced. It helps the employees see their job role inbroader way and become keener to take on duties beyond their job descriptions (Wood 2016). 3.Recruiting: HRM should focus on hiring applicant that are likely to perceivetheir work as attractive as well as challenging. By encouraging the people who are genuinely interested in the roles and the positions will help in choosing enthusiastic employees who are more likely to give more effort and ideas to the organization. Hence, the HRM should also encourage the applicants to opt out of the process if they are not suited for the company (Noe et al. 2017). 4.Selection: the selection strategy is simply to choose people who ready to perform job duties well and work for voluntary contributions and avoid improper conduct. As improper conduct and involuntaryparticipationwillleadtoawasteofhumanresourcesandenergyofthe organization(Noe et al. 2017).
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4LEADING AND MANAGING ORGANISATIONS 5.Training as well as development: providing direction in order to generate understanding the ways job contribute to the organization. Training and development will help in increasing job, satisfaction, performance and self-efficacy (Nasomboon 2014). 6.Management of performance: HRM can focus on performance management by setting challenginggoalsthatalignwiththeorganization’sstrategicobjectives.Performance management may include a feedback system, recognizing accomplishment and extra voluntary contribution (Nasomboon 2014). Different engagement practices necessary for different staff: Although the above mentioned engagement practices are ways HRM can incorporate with the organization’s policies in order to inculcate employee engagement, there is certainly a need to understand that sometimes engagement practices may require being different for different employees. The statement can be explained by the theory that personality plays an important role. It is important to understand that people have different behavior. People have a different personality, and their personalities are developed on the basis of various factors. Personality can be determined by an individual’s genes, the situations that they are exposed to from not only childhood but also during the adult years. Therefore, an employee engagement strategy may work for some employee and may not work for some employee. For every employee may not be motivated and encouraged by the same factors. Considering the typologies, there are four pairs of preferences that a personality will be categorized. The extrovert and introvert, the sensing and intuitive, the thinking and feeling and the judging and perceiving are the four pairs of preferences. The HRM of the company must consider the possibilities of these typologies in order to create an employee engagement strategy for the company (Holgate 2015).
5LEADING AND MANAGING ORGANISATIONS People have a different perception, and similarly, every employee may not have the same factor driving them. The Big Five Model of personality explains the nature of the relationship between personalities their performance. The five dimensions of personality decide the way an employee will perform in the workplace. The five aspects of personality are agreeableness, consciousness, emotional Adjustment, extroversion and openness to experience. Traits theories of personality have long attempted to pin down precisely the ways many personality traits exist. They are an essential category of personality trait, and each feature represents a range between two extremes. There is the existence of extraversion represents a continuum between extreme introversion and extreme extraversion. People often lie between the two extremes, between two extreme ends of each dimension which makes it easy to come up with general rules that can be implemented on every employee. However, the ratio is always different which certainly requires different strategies for different employees (Leutner et al. 2014). The investment in employee engagement worthwhile: According to Rana (2015), there is certainly more than simple benefits if an employer is investing in employee engagement. When an employee is engaged, they perform much more than their regular duty. Since the employee goes above and beyond their regular function, they perform in an extraordinary manner becoming more productive for the organization. This leads to higher growth, success and profits for the company. Therefore many leaders are trying to implement their own strategies in order to get their employees engaged. The reason it is employee engagement is significant and investing in it is reasonable is discussed below. According to Anitha (2014), companies who have employees engaged tend to perform better. It is a simple logic that says engaged employees are happy employees that make them feel
6LEADING AND MANAGING ORGANISATIONS motivated and dedicated towards their work. Constructing efficient ways of engaging employees, empowering them and motivating them will help the organization achieving great heights of success. Considering the performance, when all or most of the employees are engaged, the possibilities of success, growth, and performance is much higher than usual. Implementing regular feedback from their employees is one of the ways of improving strategies of engaged employees. The significant part of the process that needs to be understood is that regular employee feedback provides constant clarity to employees. Since engaged employees are happy employees, they lead to a lower percentage of absenteeism. Employees often use vacations and leaves for not enjoying their work, therefore when the employees are engaged, they seek fewer vacations and leaves. Also, engaged employees retain clients and customers. It has been found that customer retention rates are much higher when employees are highly engaged. The reason can be found easily as it is the service-profit chain. The service-profit chain is the chain going from the way the company treats its employees all the way to customer’s profits. Therefore, investment in employee engagement is not an absurd decision but an extraordinary step towards the company that can lead to the spectacular success of the company. When the company cares for its employees, the employees will care for the company (Saks and Gruman 2014). Conclusion: As discussed above, one of the important departments of human resource management (HRM) is employee engagement, empowerment, and motivation. HRM is responsible for addressing the employee’s worries and complaints. Designed for ensuring the commitment of the employees towards their organization and its goals, objectives, and values is called Employee engagement workforce approach. It is the responsibility of the company and the human resource managementtoknow the employees and the working force of the organization. People have a
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7LEADING AND MANAGING ORGANISATIONS different opinion, and similarly, every employee may not have the same influence driving them.There is certainly more than simple benefits if an employer is investing in employee engagement. When an employee is engaged, they perform much more than their regular duty. Sincetheemployeegoesaboveandbeyondtheirregularfunction,theyperforminan extraordinary manner becoming more productive for the organization. In the modern world when the market of business is highly competitive investment in employee engagement is not an absurd decision but an extraordinary step towards the company that can lead to the spectacular success of the company. When the company cares for its employees, the employees will care for the company.
8LEADING AND MANAGING ORGANISATIONS References: Anitha,J.,2014.Determinantsofemployeeengagementandtheirimpactonemployee performance.International journal of productivity and performance management,63(3), p.308. Bursch, D. and Kelly, K., 2014. Managing the multigenerational workplace.Tersediasecara online di: http://www. kenan-flagler. unc. edu/[diakses di Surabaya, Indonesia: 23 Oktober 2017]. Cloutier,O.,Felusiak,L.,Hill,C.andPemberton-Jones,E.J.,2015.TheImportanceof Developing Strategies for Employee Retention.Journal of Leadership, Accountability & Ethics, 12(2). Cohen, E., 2017. Employee training and development.InCSR for HR(pp. 153-162).Routledge. Holgate, J., 2015. An international study of trade union involvement in community organizing: Same model, different outcomes.British Journal of Industrial Relations,53(3), pp.460-483. Leutner, F., Ahmetoglu, G., Akhtar, R. and Chamorro-Premuzic, T., 2014.The relationship between the entrepreneurial personality and the Big Five personality traits.Personality and individual differences,63, pp.58-63. Long, C.S., Ajagbe, M.A. and Kowang, T.O., 2014.Addressing the issues on employees’ turnover intention in the perspective of HRM practices in SME.Procedia-Social and Behavioral Sciences,129, pp.99-104. Nasomboon,B.,2014.Therelationshipamongleadershipcommitment,organizational performance, and employee engagement.International Business Research,7(9), p.77.
9LEADING AND MANAGING ORGANISATIONS Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017.Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education. Ozguner, Z. and Ozguner, M., 2014.A managerial point of view on the relationship between of Maslow's hierarchy of needs and Herzberg's dual factor theory.International Journal of Business and Social Science,5(7). Rana, S., 2015.High-involvement work practices and employee engagement.Human Resource Development International,18(3), pp.308-316. Saks,A.M.andGruman,J.A.,2014.Whatdowereallyknowaboutemployee engagement?.Human Resource Development Quarterly,25(2), pp.155-182. Wood,S.,2016.High-involvementmanagement.InEncyclopediaofHumanResource Management. Edward Elgar Publishing Limited.