...Employee engagement From Wikipedia, the free encyclopedia Jump to: navigation, search Employee engagement, also called worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work". Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture. Origins Employee Engagement is the extent to which employee commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organisation. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole. Employee engagement was described in the academic literature by Schmidt et al. (1993). A modernised version of job satisfaction, Schmidt et al.'s influential definition of engagement was "an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention." This integrates the classic constructs of job satisfaction (Smith et al., 1969)...
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...PROJECT REPORT ON ACC LIMITED (SALES UNIT) NAGPUR EMPLOYEE ENGAGEMENT A Report Submitted to Rashtrasant Tukadoji Maharaj Nagpur University In Partial Fulfilment of the requirement of Master of Business Administration (MBA) Course Specialization in Finance & Human Resources Management Academic Session 2013- 14 Prepared by PRITI ASHOK MOHITE (Student Name) SARAN MAM Guided by ____________________________ (Guide’s Name) Tirpude Institute of Management Education Note : (Font : Times new Roman 14 – Regular for all text and for Subject Name, Student Name, Guide Name and College Name used Times New Roman – Size 14, Bold) Note : (Font : Times new Roman 14 – Regular for all text and for Subject Name, Student Name, Guide Name and College Name used Times New Roman – Size 14, Bold) Civil Lines, Sadar, Nagpur – 440001 Certificate This is to certify that Miss. PRITI ASHOK MOHITE is a bonafide student of Tirpude Institute of Management Education, Nagpur pursuing Master of Business Administration (MBA) course specialization in FINANCE & HUMAN RESOURCE Management during academic Session 2012-13. The candidate has worked under the supervision of SARAN MAM (Guide name) and has satisfactorily completed his / her project work in this academic session. The project submitted by him / her is his /her own work and is complete so as to warrant its presentation for examination. His / Her project work titled EMPLOYEE ENGAGEMENT (title of project) which is in partial fulfilment...
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...------------------------------------------------- Wiley (2012:2) identifies employee engagement as: 'The extent to which employees are motivated to contribute to organisational success, and are willing to apply discretionary effort to accomplishing tasks important to the achievement of organisational goals'. In contrast to this Swarnalatha and Prasanna (2013:52) claim that: 'Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation that profoundly influences their willingness to learn and perform is at work'. This description opposes that engagement is distinctively diverse from employee motivation, organisational culture and employee satisfaction. The reality is that there is no one agreed definition of employee engagement as there are over 50 definitions that all have variations between them. Although recent reviews by researchers show that there is a similarity in the key components of the varied definitions, these common components that are acknowledged include employee association with organisational goals and a compliance to exert discretionary effort, commitment, enthusiasm for work and organisational pride (Schneider et al, 2009). In the recent years there has become a gradual interest in employee engagement. Firstly the reasons for this is the correlation with organisational performance. By improving employee engagement it can beneficial to companies in order to improves its organisational...
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...be engaged at work? Employee engagement is not as simple as it sounds. Many believe that employee engagement simply means having happy employees. However it is a much more complex issue than just happy employees. As Kevin Kruse points out in his article about employee engagement, “Someone might be happy at work, but that doesn’t necessarily mean that they are working hard, productively on behalf of the organization.” (Kruse) Employee engagement is a hot word in the business world that has recently become very important in nearly every organization. Kruse notes that employee engagement is defined as “the emotional commitment an employee has to the organization and its goals.” (Kruse) An employee can be happy at work but if they are not fully engaged they then lack the commitment to go the extra mile to help the organization succeed. A fully engaged employee is more likely to put in extra hours and or overtime to help the organization achieve its goals. An engaged employee usually believes in the goals of the organization and will try their best to make sure that they organization achieves their goals. A disengaged employee can bring down employee morale within the entire organization, as well as negatively affect the organizations profits and reputation. There are a few examples of disengaged employees and how they affect they organization in a negative way. The first example is the employee that is happy at work but still not fully engaged, this employee will come to work as...
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...factors influenced whether you felt like digging right in, but one of the most significant was almost surely your boss. It seems obvious: Direct supervisors who set their teams up for success, observe them in action, ask for feedback, identify the root causes of employee concerns, and then follow through with meaningful improvements have happier, more engaged employees. Why, then, do senior executives who tout the value of employee engagement so often delegate it to the HR department? HR serves an important function, but not even the best HR staff is in a position to take the actions required to affect the attitudes of individual employees or teams. And employee engagement remains a challenge for companies worldwide. Recently, Bain & Company, in conjunction with Netsurvey, analyzed responses from 200,000 employees across 40 companies in 60 countries and found several troubling trends: Engagement scores decline with employee tenure, meaning that employees with the deepest knowledge of the company typically are the least engaged. Engagement scores decline as you go down the org chart, so highly engaged senior executives are likely to underestimate the discontent on the front lines. Engagement levels are lowest among sales and service employees, who have the most interactions with customers. Yet some companies manage to buck these trends. IT-hosting company Rackspace, for instance, has a mantra of “fanatical” customer support. Energized, motivated “Rackers”...
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...HR Best Practices: Employee Engagement When we make our checklist of the best organizations we aspire to work for, we often look at a big brand name, a challenging role or a fat salary as some of the parameters to judge the employer. With these fast changing times, employee engagement has become a powerful tool for employer branding. Organizations are focused on creating an engaged workforce not only to encourage higher employee productivity and retention but also attract better talent. So let us look at some of the best engagement practices followed today at some of the Top organizations and how they are impacting business. For a Cause Organizations believe that if employees are given the opportunity to give back to the society through volunteering, they tend to appreciate their jobs much more. The practice - Volunteerism has been part of the GE fabric since 1928. GE Volunteers is a global network that includes employees, retirees, affinity groups, friends and family sponsored by GE businesses and corporate resources. With more than 220 volunteer councils supporting projects ranging from tutoring to cleanups and ‘paint and fix’, this initiative has helped volunteer efforts to focus on health, education, environment and community building. The objective of this GE initiative is to provide ample opportunities to employees to engage in volunteerism as individuals or as groups. Inspiring trust and loyalty It has become predominant for employers to engage factory workers...
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...The Power of Employee Engagement As individuals we seek the things that make us happy in our lives. Society today seems to push our focus and desires from one thing to another, constantly giving the majority of people something to work for. Whether the incentive is promotion, raise, vacation, or even a paycheck, managers are always trying to make employee’s time in the workplace worthwhile. Well what if there was no incentive? What if employees just wanted to work for the best interest of the company? This is where the successful businesses set themselves apart from others. This human resource approach of getting to know your employees and what empowers them is an essential part in becoming an exceptional organization and employee engagement is the a major cause of their success. Employee engagement is defined as the property of the relationship between an organization and its employees. In any organization, the ones that strive the most are believed to have an extraordinary level of employee engagement. An employee who is fully vested into the company and is enthusiastic about working for it will result in a more positive contribution for the organizations credibility and success. When it comes to being a manager, coach, teacher or any figure with authority, one must identify the reason behind it. Many times we see individuals who are masters of their craft but aren’t fully engaged into the organization’s core values. According to the Gallup Business Journal, a...
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...Pay structure in a company depends upon several factors. E.g… wage settlements. Labour market situation. Company’s nature and size. etc. Pay structure consists of certain grades. Scale and range of pay in each scale. Each scale has aminimun and a maximum limit. Jobs places within a particular grade carry the same value though the actual pay in a grade depends upon length of service and or performance of the employee. Pay structure in India generally consists of the following components. 1- Basic wage/salary 2-Dearness allowance (D.A.) and other allowances. 3- Bonus and other incentives. 4- fringe benefits or perquisites. Hard variables • Salary • Augmented pay- overtime, extra pay, one time stuff • Indirect pay –things needed for work, uniform allowance, etc. • Parks pay – discount on company’s products, etc. Soft variables • Opportunity for advancement • Opportunity for growth • Psychic income – doing personally meaningful work • Quality of life – workplace flexibility, work-life balance • The X-factor- special individual variables like bringing a dog to work. 1. Basic Wage The basic wage provides the foundation of pay pocket. It is a price for services renderd. It varies according to mental and physical requirements of the job as measured through job evaluation. In India, basic wage has been influences by statutory minimum wage, wage settlements, and awards of wage boards tribunals pay commissions, etc. (a) Minimum wage- ...
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...The Four Secrets to Employee Engagement Summary The Four Secrets to Employee Engagement Summary This article discusses how to better engage employees in any company. It mentions how most supervisors set up the company for failure and disengaged employees by delegating the HR department to handle employee complaints or concerns. The best human resources staff is not set up to take the actions required to affect the attitudes of the employees or their teams. This being said direct supervisors should set up their own team for success. They should be the ones who do the leg work and face to face interactions. It is important for a supervisor to observe their employees in action and ask each employee for feedback. This allows the supervisors to get right to the root causes of employee concerns and enable them to make meaningful improvements. When supervisors invest in their employees, the employees in turn engage themselves more in their job since they are happier and more confident that if they have a problem their direct supervisor will be there to fix it. The article mentions how Bain & Company in conjunction with Netsurvey analyzed responses from 200,000 employees from 40 companies in 60 different countries found that: Engagement scores decline with employee tenure, meaning that employees with the deepest knowledge of the company typically are the least engaged. They also decline as you go down the organization chart, so highly engaged senior executives are likely...
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...towers, which total to 730 rooms, which is situated along the beach front. There are a variety of amenities such as: a spa, slot machines casino, four specialty restaurants, two grills, a main buffet dining area, seven bars (including a swim up bar), lavish pools with Jacuzzis and water slides, conference rooms that holds 2500 persons, banquet facilities, business center, private beach, tennis courts, gym and a night club. The majority of Sunset Jamaica Grande guests are from North America and Europe, which clearly identifies the hotel’s peak season to be in the winter. While training at SJG as a trainee manager in food and beverage, I have realized a breakdown in relationship development, employee feedback, employee motivation, poor accountability, employee recognition, and employee freedom and respect. The hotel went from having over 600 employees to a little over 300 within the one-year span that I have been there, as well as, guests’ occupancy drops from 100 percent to 60/80 percent within its peak season. A variety of marketing strategies were implemented to enhance the organization’s structure, without realizing that the real issues were the organization’s behaviors. Based on my observation and reviewing of monthly and quarterly reports from the human resource department, those occurrences were due to the abusing of authority, lack of respect for staff, and poor communication. There was a time when the food and beverage department was under-staffed, due to frequent...
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...2014, pp. 57–67 Employee Engagement Does Individual Personality Matter Meenakshi Handa and Aastha Gulati Abstract The purpose of the present study is to explore the relationship between personality and employee engagement amongst frontline personnel in the organized retail industry in India. In particular, the study seeks to examine the relationship between two personality traits, extraversion and conscientiousness with engagement amongst frontline employees. The Utrecht work engagement scale (2003) and Big Five Personality scale (McCrae and Costa, 1989) have been used for this purpose. Primary data was collected from 333 frontline employees working in different retail formats. The study finds that there is considerable scope for improvement in the level of employee engagement amongst the frontline personnel in the organized retail industry. There, however does exist a positive relationship between the extraversion and conscientiousness personality traits and employee engagement. Based on the findings, the paper recommends measures for improving employee engagement levels through a better fit between employee personality and the retail work environment. Keywords: Employee Engagement, Big Five Personality Traits, Extraversion, Conscientiousness, Retail Industry, India Human capital is a vital asset as it is employee effort and performance which finally determines business success. It is therefore important to understand the factors that impact employee motivation and behavior...
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...Employee Engagement September 20, 2014 This article discusses some very crucial information regarding employee engagement; but I will only discuss the most important parts. First, the article discusses the difference between employee engagement and job satisfaction; two very meaning topics that relate to one another but “are not synonymous” (Bliss, 2010, p. 3). Second, the article highlights the fact that there are numerous ways to define employee engagement, they all underline the employee’s behavior and commitment to the organization. Third, employee engagement plays a part in any business to help promote talent retention, foster customer loyalty, improve company performance and provide value for stakeholders (Bliss, 2010). Fourth, employee engagement involves the extent of work performance beyond what is required while at the company. Fifth, engaged employees tend to remain with the company because they wish to become a part of the company to help them achieve its organizational goals; become an advocate by referring friends and/or relatives to promote a positive work environment; and finally, they strive to put in the extra effort to contribute to company success (Bliss, 2010). Communication is another critical point to the success of any business and must involve everyone within the organization. The article discusses various methods to utilize depending on size and composition of the targeted group of employees (Bliss, 2010). All highlight the importance of “keeping...
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...Lesson 2 Journal #1 Drivers of Employee Engagement Employee engagement is explained in our text as “as positive, fulfilling, work-related state of mind characterized by vigour, dedication and absorption (Employee Relations Custom Edition for Algonquin College pg. 2). Having engaged employees means that they are invested in the well-being and outcome of the organization and will see it through until the end. The two drivers that spoke to me the most were “Have excelling career advancement opportunities” and “senior management sincerely interested in employee well being” Career advancement is important throughout ones growth within an organization. Knowing that the possibilities are endless upon hiring will attract a lot more candidates than hiring for a dead end job with no development or promotion. From personal experience, an employee is more likely to work harder and more efficiently knowing that there is the possibility of advancement versus knowing that this position will never amount to anything. If I were the owner of an organization I would always recruit from within for new positions, not only would it be cost effective but also it would give my employees something to strive for. Having senior management sincerely interested in employees well-being means that there is a relationship that has formed between manager and employee. This relationship should consist of respect, constructive feedback and mentoring. If senior managers acted as mentors...
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...[pic] Work-life balance, employee engagement and discretionary effort A review of the evidence March 2007 Literature review by Dr Mervyl McPherson of the EEO Trust. Extracts from this publication may be copied and quoted with acknowledgement. ISBN No: 0-9582233-4-3 Equal Employment Opportunities Trust PO Box 12929 Penrose Auckland New Zealand Phone: 64 9 525 3023 Fax: 64 9 525 7076 Table of Contents Preface 3 Executive summary 4 1.0 Introduction 6 2.0 Definitions and evidence of relationships 6 2.1 Work-life balance 6 2.1.1 Productivity 7 2.1.2 Relationship between work-life balance and productivity 8 2.2 Workplace/work-life culture 11 2.2.1 Relationship between work-life balance and workplace culture 12 2.3 Discretionary effort and employee engagement: going the extra mile 16 2.3.1 Relationship between discretionary effort/employee engagement and productivity/profitability 20 2.3.2 Relationship between work-life balance and discretionary effort 21 2.3.3 Relationship between workplace culture and discretionary effort 23 2.4 Summary of inter-relationships of key factors 24 3.0 Changing a workplace culture 26 3.1 Case studies of culture change 27 4.0 Conclusion 29 5.0 References 30 Preface Employee engagement has been identified as critical to competitive advantage in a labour market where skilled, committed...
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...When employers don’t see eye to eye with their employees, the success of the company is on the line. The leaders of the corporation are in charge of making sure their employees are motivated to do their job. Why do employees stop becoming motivated at work? There are several reasons for this which mainly revolves around the relationships leaders have with their workers. Having a group of staff members not interested or excited about their company or job directly correlates to how well that company does. There are several different techniques that can help boost employee engagement at a company. When employees are engaged, they are more likely to satisfy their customers. Happy customers are the loyal customers. Employee incentives are monetary rewards given out to employees that earn it. This type of engagement has proved that worker’s motivation significantly increased when incentives were involved. Corporations have been known to not only offer individual incentives, but also group incentives. Individuals strive to learn new skills and dedicate their time in order to achieve their goal. In groups, team collaboration is at its best and everyone is making sure no one gets left behind. Because incentives drive workers to achieve their goal, this keeps employees focused on the goal of the company and its success. Some say that communication is the key to success. In the workforce, this is especially true. When managers and team members are not communicating properly, no one will...
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