Report on Employee Engagement: HRM Strategies and Analysis

This report delves into the critical role of employee engagement within Human Resource Management (HRM). It provides a comprehensive overview of employee contribution, emphasizing the importance of motivation, training, and development programs in achieving organizational objectives. ...Read More

HUMAN RESOURCE MANAGEMENT

TABLE OF CONTENTS
ABSTRACT ....................................................................................................................................1
OVERVIEW....................................................................................................................................1
LITERATURE REVIEW AND CRITICAL ANALYSIS..............................................................2
CONCLUSION ...............................................................................................................................5
REFRENCES...................................................................................................................................7

ABSTRACT
Employee healthy contribution towards the operations of the company plays a significant role in
the growth of the organisation. The level of engagement also affect to productivity, performance,
retention and employee satisfaction at the work place. It is important for the companies to make
their workers loyal and positive toward the work that they are doing. Their contribution must be
recognized and rewarded. A good working environment encourages them to increase their
working period in the organization. Job characteristics put a high impact on the engagement.
Persons having the position of managers and professionals would have higher level of
engagement when compare to their colleagues and workers. The study has concluded that
workers are assets for the business and their involvement is an emotional dedication. It is also
highly dependent on leadership and establishing two way communication where employee's
work and views are valued and respected. The people can be involved in the decision making
process but with utmost care and intelligence. Approaches such as rewards, incentives,
appraisals, job enrichment are very effective ways of motivation and influencing the people to
stay for a longer period within the company. It will lead to better performance and enhanced
productivity.
OVERVIEW
Employee contribution is very important for the success of the company. Every employee
should be highly motivated towards the achievement of the organisation disered objectives.
Management of the organisation should make an efforts to convert every individual employee
goal towards the achievement of company's long run objective. In regards to which company
should motivate its employees by organising various training and development programs.
Highly satisfied and trained employee will more actively in order to achieve the desired target.
This in turn will reduce the rate of absenteeism and turnover. Besides this, an enterprise should
also see that they recruit the right person for a right post (Bernardin and et. al., 2011). Proper
selection of the employee will reduce the wastage of the resources which in turn will reduce the
cost of the company and business organisation will be able to move closer towards the
attainment of desired mission, vision, goals and objectives.
Conflicts within an organisation can affects the employee attitude, behaviour and his
potentiality to work. In addition of this it also affects the rate of absentee and turnover. Thus, in
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respect to this it should be seen that every employee involvement in the organisation is equal.
On the basis of various studies it can be concluded that effective participation of the employee
will increase the productivity of the company. Along with this it will also increase the
correlation of an individual and the group. By improving the quality of the employee experience
and there loyalty company can be able to move towards the success. As per the view point of
Christensen (2002), despite of improvement in the engagement level, still 70-80% employee are
not able to contribute properly towards achievement of desired task and one-fourth of the
employees are not satisfied towards there work. In addition to this Carpenter, Sanders and
Gregersen (2000), proposed that managers should make an efforts to identify the needs of the
employees and than try to fulfil them. The selection of leadership style should also be
appropriate. It should be selected according to the situation.
LITERATURE REVIEW AND CRITICAL ANALYSIS
According to the viewpoint of Harrington Warren and Rayner (2015) Employee
engagement is the involvement of an employee towards the achievement of organisation goal, his
work and this role and responsibilities. There perspective is further related with the engagement
concerns, people employ and express themselves emotionally, mentally and physically during
performing their duties”. The psychological view of employee engagement concern about the
employees' beliefs for the organization, its leaders and the working situation or the condition at
the workplace. On the other side, the emotional aspect shows the interest of the employee over
those three factors and also focuses on their positive or negative attitudes towards its company,
mentors and leaders. The third aspect, over the physical perspective of employee engagement
depicts the physical efficiency & consistency of the individual to accomplish their
responsibilities. Thus, the viewpoint of Chuang, Church and Zikic, (2004), clearly specifies that
engagement means the presence of employee in both sense i.e. physically and mentally during
working at the workplace and performing their duties. However, by examining the study of
employee engagement by Claus (2003), that contracted that exploring the working environment
and various rules and regulations that take place in an organisation will improve the employee
engagement in their premises by increasing the employees' productivity and retaining them.
Balancing the level of work and life is a key element of employees' satisfaction.
Collins and Clark, (2003), has strengthen the significance of the individual
communication as one of the success factor for a business to achieve its objectives. He also
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revealed that effective communication would realize the importance of the employees to its
organization, as they are the most compelling presenter to business and competitive position.
According to Dhar (2008), proper focus on the formation of the strategies will help the company
to increase the level of potency. This in turn will increase the productivity, profitability,
employee and customer satisfaction , quality of the employee and will enhance the adaptability.
According to Engle and et.al. (2008), administration which surrogates a auxiliary work
surroundings in the organization show perspective of employees' needs and feelings, which
provides positive feedback for enhancing their satisfaction towards job. It encourages them to
continue their working period in the organization. It also motivates the emnployee to raise there
voice against any legal practices or work affiliated difficulty or towards the development of its
skills and knowledge. Contradicting this view, Fleetwood and Hesketh (2010), involvement of
employees at the time of sharing responsibilities between administration and employee is very
important. The study also revised that participation of employee in decision making process play
a beneficial role towards the accomplishment of desired target.
Although, Fox (2008), viewed that employee voice can be defined as the capability for
employees towards the decision of an organizations. They also focused on the elements that have
a varying influence on the extent to which the employee would feel valued and involved in
engaged with the management and enhance its job satisfaction.
According to the viewpoint of Guest (2001), the job characteristics is the main factor
which affects the employee engagement in an organization, The study depicts the three elements
responsible in defining the job satisfaction. One among them is grouping of the job, as the
quality of the job creates a big fluctuation in the employee participation level. Persons having the
position of managers and professionals plays an crucial role in the prosperity of the company
(Hill, 2000).
The level of involvement of the employee affect to productivity, execution, possession
and employee contentment at the work place. It is important for the companies to make their
workers loyal and positive toward the work that they are doing. Their contribution must be
recognized and rewarded. A good working environment encourages them to increase their
working period in the organization. Job characteristics puts a high impact on the engagement.
Persons having the position of director and expert has increased level of involvement as
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compared to other staff members and workers. The study has concluded that workers are assets
for the business and their involvement is an emotional dedication.
Style of leadership and mode of communication affects the working habits and view
point of the employee. The people can be involved in the decision making process but with
utmost care and intelligence. Approaches such as rewards, incentives, appraisals, job enrichment
are very effective ways of motivation and influencing the people to stay for a longer period
within the company. It will lead to better performance and enhanced productivity.ould have
higher level of engagement when compare to their colleagues and workers. Further, working
condition or style is the second aspect for characterizing the job.
The variation in working hours or days of the employees influence their engagement
level. Their studies suggest that employers need to work harder with people who are not
necessarily at work during 'standard' working times in manner to ensure that they receive
communications which are effectively managed and creates opportunities to grow and develop
their line of work. The last element is the length of service which engages the employee to
participate in management functions. It point outs that employee working for a long period of are
easily above to exposer new challenges.
Ichniowski and Shaw (2003), basic responsibilities for insuring the participation of an
employee and to influence them depends on the management of the organisation. Generally, the
management define organizational plan of action as the concept, regularise and environment
structure, hence there is no participation of middle or lower level employers in such
operations/activities.
This functions consist of various activities of the management which are like ways of re-
forcing, trade name of the organisation , HR norms, decision making possibility, simple entry,
loyal lifestyle, international journey, positioning of the firm, amateur activities, production force,
timings or shifts of work, mechanization, salary scale etc., they also create the organizational
structure and culture for the employees which further build up the level of engagement.
Culture of the organisation affects the mind of an individual whether present within an
organisation or outside. This includes values, beliefs and behaviour of the employee's difference
from the other organization, King, (2000), A strong environmental culture within an
organisation supports organizational culture supports adjustment and evolve organization's
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employee engagement toward the desired target and finally formative and changing employees
behavior in a certain position which is prior of functional and organic strategies.
In Conway, Oddou, Mendenhall and Ritchie (2000), it was revealed that engaging the
employees with the management in decision making process will give an opportunities to the
employee to discuss there various quires and will give new and creative ideas. This in turn will
help the company to take accurate decisions based on new ideas. The whole effect of
participation of employees helps in increasing the employees' performance and decreasing the
turnover. In addition to this, organizations also play a significant role in improving or declining
the employee involvement. Scott (2013), Workers would get motivation because administration
consider them as partners who contribute towards the company success and not a s there slaves
for subordinates. This in turn, therefore it would avoid negative behaviour of an employee
towards the organization. The participation factor acts as a positive or negative impact over the
business, whose result can influence the employee engagement with the management of the
organization (Role of HRM. 2013).
CONCLUSION
Employee participation towards the success of the organisation will lead the company
towards the high growth rate. Thus, in regard to this company should make a constant efforts to
satisfy the employees. From the following study it has been interpreted that in order to increase
the involvement of employee in an organisation activities and operations company should create
a healthy working environment and pleasant work culture. They should also undertake various
training and development programs and the leadership style should be properly selected based
on the situation. The study was done in order to explore the factors that affect employee
engagement in the companies involved in offspring of financial services was achieved by
exploring factors across the experiences of the information. However, there are sufficient
indications in the literature to draw some broad conclusions even if these are not necessarily
strongly underpinned by objective evidence.
The conclusion of the literature is that the employee involvement is an extent which
leads to a change in organizational execution is convinced. Beside this if an organisation has a
clear vision and through knowledge than also some of the environmental hurdles can affects the
functioning of the company. for instance: staff highly resist to change, the ability to accept the
change is also modest by resource restraint. Although, there are some of the factors that intent to
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improve the involvement of employee. This in turn will create a positive impact on the different
variables such as possession and staff illness. Besides this the link created, creates a wider
impact on the customer services, and satisfaction level of the employees in public sectors and
reduce the level of revenue and turnover – tend to more flimsy. Employee motivation highly
depend on the selection of leadership style and the mode of communication where an employee
work. In addition to this participation of employee should be endorsed in lieu of favour practice
and various significant within an organisation.
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REFRENCES
Books and journal
Carpenter, M. A., Sanders, W., and Gregersen, H. B., 2000. International assignment experience
at the top can make a bottom‐line difference. Human Resource Management. 39(2‐3).
pp.277-285.
Christensen, H. J. M., 2002. HRM and Universalism: Is there one best way. International
Journal of Contemporary Hospitality. 14. pp.221–228.
Chuang, Y. T., Church, R. and Zikic, J., 2004. Organizational culture, group diversity and intra-
group conflict. Team Performance Management. 10(1). pp.26-34.
Claus, L., 2003. Similarities and Differences in Human Resource Management in the European
Union. Thunderbird International Business Review. 45. pp.729–756.
Collins, C. J., and Clark, K. D., 2003. Strategic human resource practices, top management team
social networks, and firm performance: The role of human resource practices in creating
organizational competitive advantage. Academy of management Journal. 46(6). pp. 740-751.
Dhar, R. L., 2008. Strategic Human Resource Management. Excel Books India.
Engle, A. D. and et.al., 2008. International Human Resource Management: Managing People in
a Multinational Context. 5th ed. Cengage Learning EMEA.
Fleetwood, S. and Hesketh, A., 2010. Explaining the Performance of Human Resource
Management. Cambridge University Press.
Fox, A., 2008. Get in the business of being green. HR Magazine. 53(6). pp.44-50.
Guest, D. E., 2001. Human resource management: when research confronts theory. International
Journal of Human Resource Management. 12(7). pp.1092-1106.
Hill, C., 2000. Human resources management.
Ichniowski, C., and Shaw, K., 2003. Beyond incentive pay: Insiders' estimates of the value of
complementary human resource management practices. Journal of Economic Perspectives.
pp.155-180.
King, J. E., 2000. White‐collar reactions to job insecurity and the role of the psychological
contract: Implications for human resource management. Human Resource Management.
39(1). pp.79-92.
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Oddou, G., Mendenhall, M. E., & Ritchie, J. B., 2000. Leveraging travel as a tool for global
leadership development. Human Resource Management. 39(2‐3). pp.159-172.
Online
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