Employee Engagement and HRM Practices

This report explores the significance of employee engagement in achieving business goals, highlighting the role of HR practitioners in prioritizing employee engagement. It discusses various initiatives for promoting employee well-being, such as flexible working hours, competitive salaries, life insurance, and pension insurance, which can motivate employees to fully involve themselves in their work. The report also references relevant studies and publications on human resource management and employee engagement.

Strategic human resource
management

Table of Contents
INTRODUCTION...........................................................................................................................1
Employment-engagement theories..............................................................................................1
Health and well-being policy for employees..............................................................................3
Primary research on well-being initiative...................................................................................4
Impact on employee engagement ...............................................................................................5
CONCLUSION................................................................................................................................5
REFERENCES ...............................................................................................................................6

INTRODUCTION
The strategic human resource management is the process in which employees are
rewarded ,developed and retained in order to benefit both employees as individuals and the
organization as a whole (Ostrom, 2014.). The main objective of human resource department is to
achieve the goals of organization. In these strategies are made by HR in order to engage
employees in their work and help them to grow their skills and talent.
Tesco Plc is one of the largest retail sector in UK. In the areas of retailing of books,
clothing, electronics, furniture and toys it deals with. The number of employees that are working
in this company are more than 47,000 .This report will review employee engagement theories
and will also highlight the health and well-being policy that will focus on strategies of employee
engagement. This report will also examine the initiative that is taken by company in order to
implement employment engagement strategies.
Employment-engagement theories
In engagement employee engagement has become one of the most popular topics. The
fully engaged employee is fully enthusiastic and boost up about their job and will take a positive
action for the reputation of organization. The attitude of engaged employees is positive towards
organization and its value. The various theories are used by Tesco in order to generate employee
engagement. These theories will engage employees in their work and with this productivity of
employees will include which will help to achieve the objective of business. In every
organization human resources are essential assets. In the organization the success of organization
depends mainly on the employees that are working in it. For the survival and smooth function of
the organization it is important for tesco to have engaged workforce .In the corporate world this
technique is considered as important (Employee engagement, 2016.).
Social exchange theory
This theory deals with employee engagement. In this discussion is conducted in order to
decide why workforce become more or less engaged in their job. In these obligations are made in
which interaction is done between parties who are in a state of reciprocal interdependence. By
using this theory the relationship grows over time between parties by certain rules of exchange. It
is an effective technique for employees to be engage in their work at organization (Renwick,
Redman and Maguire, 2013. ). The employees will feel more responsible towards the
organization when they will receive resources from their employer. The employees are likely to
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withdraw or become less engage when they do not get resources from their employer. So, the
engagement of employee at workplace mainly depends mainly on the resources that they receive
from organization. It is a psychological and emotional internation between employees and
organization that will decide the engagement of employees .If the connection is string then it will
lead to positive performance on work. And in case if it is negative then there performance will be
negative (Morgeson and Siegel, 2013.).
Kahn Model of Employee engagement
On three different levels the employees can be engaged in through work. These three
levels are physical, emotional and cognitive. By three distinct conditions these three levels are
affected. The conditions may be availability, safety and meaningfulness. The performance of
employees at their work is influenced by these conditions. In more psychological meaningfulness
and psychological safety the workers are more engaged in their work in this situation. They are
also more engaged when they are more available psychologically. In order understand the reason
behind a person engaged in through work ,this models also looked at three psychological
conditions such as meaningfulness ,safety and availability. The positiveness can be termed as
sense of resource on investments of self in role performance. The strategy can be termed as
consequences to self image and availability is termed as possessing of resources such as
physical, psychological and emotional are necessary in order to active the work goal. The
positive connection can be shown by all theirs psychological conditions with engagement of
employees. The significant influence on employee engagement was found through
meaningfulness and availability .For meaningfulness job-enrichment, the positive indicators can
be job enrichment ,work role fit and relation of co-workers. The safety and self-consequences
can be enhanced by rewarding co-workers and supportive supervision relation (Shaw, Park, and
Kim, 2013).
Saks model of employee engagement
On social exchange thirty this models was based. This model discovered that job
engagement variables and variables of organization engagement are not same. There is a
difference between consequences of organization engagement and job engagement. The
characteristics of job,support from supervisor, rewards and recognition are the number of
variables that predict engagement job and organization management. Of both organization and
job engagement the support that is given by organization is a positive predictor. The
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characteristics of job can be predicted with job engagement. For organizational engagement the
significant predictor is characteristics of job. The consequence of individual are related with job
engagement and organization engagement. The satisfaction of job, commitment with
organization, are signification predictors for job engagement and organization engagement.
Ziger model for employee engagement
In these models there are 14 aspects that need to be followed in order to achieve the regulates of
good business (Marlerc and Fisher, 2013.). The first is achieving results .In this in a planned way
mangers should subordinate the employees in their work. This will help to achieve the goals of
organization. In the strategies of crafting,the higher levels of employee engagement can be
achieved. The planning and consideration of employee and organization is need in it. In order to
craft strategies the professionals need to be appointed by companied. Within organization the
communication need to be effective so that issues that is faced by employees can be more solved
easily. The effective leaders must be their in organization that can help employees to solve their
issues. In front of each and every other employees the organization should recognize
performance of employees. The morals of employees will be boosted if their performance will be
recognized by organization. In order to engage employees in their work the strategies need to be
implemented by organization. The engagement of employees will serve customers in the best
possible way so it will be good for reputation of company as the goals of business can be
achieved.
Health and well-being policy for employees
In order to make sure that in company like Tesco the employees are fully engaged in their
work HR should take some initiative towards health and well-being of employees. The
The most essential assets for any organization are its people. The success of business spends
mainly on the performance and contribution of each employees that are working in the
organization. Their in order engage employees in their work the right type of people need to be
hired or appointed by HR of tesco. The motivation and encouragement need to be given to
employees in order to achieve the goals of business (Kramar, 2014. ). The individual
contributions and performance should en acknowledged by company. The competitive salary can
be given by company in order to improve skills and experience of employees in the company.
This will encourage employees to do well in their job as with as their performance will be
monitored by company. The company can also plan a bonus scheme each year for their
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employees as this will be rewards for them for their good performance. In order to engage
employees the flexible benefit programs can be made by company. In this they can provide car
salary exchange, dental insurance etc all these benefits can be given to employees .For the health
and well-being of employees the pension scheme can be followed as it will help employees to
plan out for their future. This planned to be opened for in a age-group of 16-70.The employee
engagement be achieved by providing life assurance to employees. This will benefit them 4
times the salary. The employees and their families will be benefited by this. An exclusive
privileged card can be given to employees after 6 moths working so that they can get discount of
10% on products and services form tesco stores online (Jackson, Schuler and Jiang, 2014).
In order to engage employees the company can provide rewards system to
employees .Both intrinsic and extrinsic rewards can be given to employees in a company. In
intrinsic rewards without giving any money or gifts employees will be motivated. The
performance of employees will recognised by company. Whereas in extrinsic rewards in terms
of money the employees are rewarded. They are given bonuses,increase in salary,incentives and
gifts.
Primary research on well-being initiative
The employees that are working at tesco are very happy with initiative that is taken by company
in order to maintain their health and well-bing. In tesco, questionnaires were given to each
employees in which question regarding policies that are made by company in order to enhance
heath and well-being of company was there. This questionnaire was distributes. And on the
feedback from employees was received (Cavusgil and Rose, 2014.). All employees were happy
that company is providing them with life insurance,competitive salary,pension scheme,bonus
scheme ,flexible benefits. The employees are also happy that they had been give both intrinsic
and extrinsic rearward in a company as it will be benefit their performance. They will be boosted
up by these rewards that are given to them.
The question such as -:
What rewards are given to employees in a company?
Are they happy with company's rewards system?
Is pension insurance or life insurance is given to them?
Whether the employees are motivated for their good performance?
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All these question were asked to employees of tesco company. In order to make employee
engagement the HR of company can hire right people and offer them job as per their interest. For
the employees that are hired a strong interaction program nee to be organized. This will also help
employees to interact with other employees and strong connection among them can be crested.
The rigorous training and development programmed should be provided to the employees. In
organization the regular soft skill updated should be discussed. Within the organization the
communication activities need to be included in order to engage more employees. On excellent
performance proper reward scheme should be give to employees. In the organization the
activities should be conducted in order to build culture. The team building can also be conducted
in the company so that employees can get to know each other in Bette way. According to the
primary research that was conducted the best way to engage employees in their work is by
appreciating their good performance at work. The rewards or recognition need to be given to
them as they will feel motivated and encouraged and this will help to achieve goals of business.
Impact on employee engagement
With initiative that is taken by company the employees at work will feel motivated at
their job and will work toward achieving goals of organization. Both employees and organization
will be benefited from initiative that is being taken .In terms of making organization successful
the highly engaged workforce plays a very essential role. The employees will be boosted up and
will try to fulfil their commitment of job. In a way a positive impact will be created in a
workplace if ether the engagement of employees in their work is fully(Armstrong, 2014.).
CONCLUSION
Thus summing up the above report it can be concluded that employee engagements in a
organization is an important aspects in order to achieve goals of businesses .For HR practitioners
in the organization the employees engagements has become one of the most leading priorities.
For success of organization employees engagement is important. The various initiates for the
health and well-being of employees can be provided by the company such as flexible working
hours, providing competitive salary,life insurance and pension insurance etc. This will motivate
and encourage employees to fully involved in their work.
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REFERENCES
Books and journals
Armstrong, P., 2014. Limits and possibilities for HRM in an age of management
accountancy. New Perspectives On Human Resource Management op. cit. at, pp.154-
166.
Cavusgil, S.T., and Rose, E.L., 2014. International business. Pearson Australia.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human
resource management. Academy of Management Annals. 8(1).pp.1-56.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource
management the next approach?. The International Journal of Human Resource
Management. 25(8). pp.1069-1089.
Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic human
resource management. Human Resource Management Review. 23(1). pp.18-36.
Morgeson, F.P., and Siegel, D.S., 2013. Extending corporate social responsibility research to the
human resource management and organizational behavior domains: A look to the
future. Personnel Psychology. 66(4). pp.805-824.
Ostrom, E., 2014. Collective action and the evolution of social norms. Journal of Natural
Resources Policy Research. 6(4). pp.235-252.
Renwick, D.W., Redman, T. and Maguire, S., 2013. Green human resource management: A
review and research agenda. International Journal of Management Reviews. 15(1). pp.1-
14.
Shaw, J.D., Park, T.Y. and Kim, E., 2013. A resource‐based perspective on human capital losses,
HRM investments, and organizational performance. Strategic management journal.34(5).
pp.572-589.
Online
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Employee engagement. 2016. [Online] Available through:
<http://shodhganga.inflibnet.ac.in/bitstream/10603/110806/11/12_chapter3.pdf>. [Accessed on
28th October 2017].
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