...of Employee Engagement in Organizations Word Count: 3005 Contents 1.0 Introduction 4 2.0 Employee engagement 4 3.0 Significance of employee engagement 5 4.0 Steps taken to enhance employee engagement 8 5.0 Steps to enhance employee engagement 10 6.0 Conclusion 13 7.0 References 14 List of figures Figure 1: Employee Engagement Model 4 Figure 2: Composition of Employee Engagement 5 Figure 3: Organizational Results of employee engagement 6 Introduction This report has been undertaken in order to discuss and assess the significance of employee engagement through various employee engagement models and the steps that can be taken in order to improve the employee engagement process in an organization. Various recommendations have also been provided in order to enhance the employee engagement in organizations at the end of the report. Significant company examples following appropriate employee engagement policies and their impact on employee satisfaction in the organizations have also been mentioned in detail. Employee engagement According to Albrecht (2010), Employee engagement is defined as the level to which the employees are loyal and motivated towards their work within a particular organization they work for. The level of pride they show while being a part of that organization and the extent of efforts they are willing to exert to achieve the organizational goals. Saks (2006) adds that employee engagement is simply...
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...u a Do transformational leaders enhance their followers' daily work engagement? Maria Tims ⁎, Arnold B. Bakker, Despoina Xanthopoulou Erasmus University Rotterdam, Institute of Psychology, Department of Work and Organizational Psychology, Rotterdam, The Netherlands a r t i c l e i n f o Available online 2 February 2011 Keywords: Diary study Personal resources Transformational leadership Work engagement a b s t r a c t This diary study investigated whether and how supervisors' leadership style influences followers' daily work engagement. On the basis of leadership theories and the job demands–resources model, we predicted that a transformational leadership style enhances employees' work engagement through the mediation of self-efficacy and optimism, on a day-to-day basis. Fortytwo employees first filled in a general questionnaire, and then a diary survey over five consecutive workdays. The results of multilevel analyses offered partial support for our hypotheses. Daily transformational leadership related positively to employees' daily engagement, and day-levels of optimism fully mediated this relationship. However, daily self-efficacy did not act as a mediator. These findings expand theory and previous research by illuminating the role of transformational leaders in fostering employee work engagement. © 2010 Elsevier Inc. All rights reserved. The concept of work engagement has gained momentum because of its predictive value for job performance...
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...A PROJECT REPORT ON “TALENT RETENTION AND EMPLOYEE ENGAGEMENT” FOR RING + AQUA A SUBSIDARY OF RAYMOND LTD. SUBMITTED TO UNIVERSITY OF PUNE IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF MASTER OF BUSINESS ADMINISTRATION (MBA) SUBMITTED BY KAVITA M. PAWAR UNDER THE GUIDANCE OF PROF. AMOL KARE SIR VISVESVARAYA INSTITUTE OF TECHNOLOGY, CHINCHOLI, NASHIK- 422 101. 2012-2013 STUDENT’S DECLARATION I undersigned myself declare that, the project entitled, “ TALENT RETENTION AND EMPLOYEE ENGAGEMENT” is executed as per the course requirement of two year full time MBA program of University of Pune. This report has not been submitted by me or any other person to any other University or Institution for a degree or diploma course. This is my own and original work. Place: NASHIK Sign of student Date: Kavita M. Pawar ACKNOWLEDGEMENT A project can’t be said to be the work of an Individual. A project is a combination of views, ideas, suggestions & contribution of many people. I am extremely thankful to my project guide Prof. Amol Kare who gave me the opportunity to do this project on subject “A Study of Employee Engagement with Special Reference to Ring Plus Aqua Ltd; Sinnar” as a major part of curriculum. I wish to express my sincere gratitude to my Ring Plus Aqua Human Resources & engineering...
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...Employee Engagement Hye Chong Yi (260446951) McGill University CORG 555, Winter 2011 Professor Sema Burney 3 March 2011 “em·ploy·ee (-noun): a person working for another person or a business firm for pay. en·gage (-verb): to occupy the attention or efforts of (a person or persons). en·gage·ment (-noun): the act of engaging or the state of being engaged.” -Dictionary.com (2011) Introduction Employee. Engagement. Separately, each word has a clear, concise definition. Their descriptions are easy to grasp. However, once you put the words together the concept of employee engagement is complex because there are many variations on its definitions and dynamics that contribute to engagement. “To date, there is no single and generally accepted definition for the term employee engagement (Markos & Sridevi, 2010, p.90).” The difficulty of pinpointing an exact definition lies in the fact that employee engagement does not have the same meaning for everyone (Blessing White, 2011). The goal of this paper is to provide a general discussion of its definition, history, current state, future trends, and close the discussion with a conclusion. Employee Engagement: Definition Generally speaking, employee engagement is the concept of an employee that is fully invested emotionally, intellectually, and socially into their work, company, and colleagues (Markos & Sridevi, 2010). “Engagement is about passion and commitment-the...
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...Assessment – Version 3 June 2012Student name: | | CRITERIA | PASS/REFER | COMMENTS | LO1: Understand what data needs to be collected to support HR practices | 1.1 Explain why an organisation needs to collect and record HR data. | | | 1.2 Identify the range of HR data that organisations collect and how this supports HR practice. | | | LO2: Know how HR data should be recorded and stored | 1 2 3.1 Describe different systems for recording and storing HR data and the benefits of each. | | | 3.2 Explain legal requirements relating to the recording, storage, and accessibility of HR data. | | | LO3: Be able to analyse HR data and present findings to inform decision-making | 3.1 Analyse and interpret HR data. | | | 3 4.3 4.4 Present findings in a clear, concise, and meaningful manner to inform decision-making within an organisation. | | | ASSESSMENT OUTCOME | PASS/REFER | | Students should please note that the above Assessment Outcome for this Unit is provisional and is subject to Internal EHWLC verification (IV) and external CIPD Verification (EV). Tutor: Date: Tutor’s signature: Title of report: Centre: Ealing Hammersmith and West London College Module Name: 3RAI Submitted by: Nato Paksashvili Tutor: My name Date: CIPD Membership Number: Word Count Introduction Burberry is...
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...most common strategies in managing employee engagement in startup companies in Seattle, Washington, US. Although many research and studies has been conducted to identify strategies to manage the employee engagement, many companies are still unsuccessful to improve their engagement level and their turnover rate. Therefore, this research will narrow the study of employee engagement to a specific type of company, so the result of this study will be most possible to be adopted and referred by other companies in the same category. Engagement level in thirty sample startups will be determined using ISA Engagement Scale and common HR strategies will be evaluated among companies with higher employee engagement score. In the future, the findings of this study can be use as a reference for practitioners at startup companies to develop a better human resource strategy, improving their employee engagement level. Keywords: engagement, startups, human resources, strategy Introduction According to State of the Global Workplace Study by Gallup, there are only 13% of employees are engaged at work in the world. In other word, only one in eight employees that are emotionally committed to their work, contributing to the company’s growth by working effectively and efficiently. Studies have proved that engaged employees contribute to the company’s performance (Arrowsmith & Parker, 2013; Reilly, 2014; Pollitt, 2008) and strategies to improve employee engagement has been identified by numbers of...
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...According to the results of a 2011 SHRM Employee Job Satisfaction and Engagement survey “83% of US employees reported overall satisfaction with their current job, with 41% of employees indicating they were “very satisfied” and 42% “somewhat satisfied” Despite this high percentage of satisfied employees, the level of overall satisfaction has been trending downward since 2009” (SHRM, 2011, p. 3). Why Are We Losing All Our Good People, is a case study about Sambian Partners, an architecture and engineering firm, which believes in promoting an environment where the firm’s designers, engineers and client account managers collaborate to deliver top notch designs. Helen Gasbarian, the CEO, believes Sambian offers a good environment for its people to work in and treats its people right. The case describes how the firm is facing a situation where its top talent is quitting. Helen is surprised by these departures and is working with the firm’s human resource head Mary Donillo to get to the root cause of these departures. During a time when layoffs and cutbacks plague many organizations, the cost of hiring, training and rebuilding customer relationships is especially high. A CEO like Helen needs to have the frame of mind that she is only as good as the people she oversees. There are a number of issues present that play a part in the talent shortage. The first issue is Helen’s leadership style, which can be summed up as panicky and taking knee jerk short-term actions. Actions like the...
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...1012–1024 www.elsevier.com/ijns Engagement at work: A review of the literature Michelle R. Simpson * Center on Age and Community, College of Nursing, Cunningham Hall, 1921 East Hartford Avenue, University of Wisconsin-Milwaukee, Milwaukee, WI 53201-0413, United States Received 26 March 2008; received in revised form 20 May 2008; accepted 22 May 2008 Abstract Objectives: Engagement at work has emerged as a potentially important employee performance and organizational management topic, however, the definition and measurement of engagement at work, and more specifically, nurse engagement, is poorly understood. The objective of this paper is to examine the current state of knowledge about engagement at work through a review of the literature. This review highlights the four lines of engagement research and focuses on the determinants and consequences of engagement at work. Methodological issues, as identified in the current research, and recommendations for future nurse-based engagement research are provided. Design: A systematic review of the business, organizational psychology, and health sciences and health administration literature about engagement at work (1990–2007) was performed. Data sources: The electronic databases for Health Sciences and Health Administration (CINAHL, MEDLINE), Business (ABI INFORM), and Psychology (PsycINFO) were systematically searched. Review methods: Due to the limited amount of research that has examined engagement among the nursing workforce, published...
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...and employee engagement: A Literature Review Managing Human Resources: BHRM702 Introduction The term employee engagement is somewhat a new construct, in the late 1950s it was work motivation which was the main topic of discussion however over the past decade this notion has expanded to many new constructs ‘work engagement’ being one of them, Albrecht (2010). Moreover in recent years there has been growing interest in employee engagement within organisations, Saks (2006).This is due to the fact that many researchers have concluded that employee engagement is a key factor for an organisational success, Macey et al (2009). Despite the significance of employee engagement being linked to organisational success, it is clear that little empirical research has been undertaken, and little academic literature has been published. As Saks (2006) put it, “there is a surprising dearth of research on employee engagement in the academic literature” (p. 600). This literature review will focus on ‘work engagement’ and employee engagement as two main constructs. As it will become prevalent, the central issue of employee engagement is the fact that there has yet to be a clear definition of “employee engagement” and how it should be measured, Saks and Gruman (2014). It is also evident that there are unanswered questions about the antecedents and consequences of engagement, Menguc et al (2013). The first section of the literature review will look at antecedents and consequences of employee engagement...
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...workplace: the link to performance. ABSTRACT In today's hyper-competitive marketplace, understanding what fosters and forwards employee motivation--and, thus, organizational performance--is critical. Based on theories, studies, best practices, case studies and resources about motivation, this solutions-focused research article presents valuable information for the senior HR leader seeking competitive advantage. ********** Introduction In today's marketplace, where companies seek a competitive edge, motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging and motivating, where employees want to stay, grow and contribute their knowledge, experience and expertise. Motivation is generally defined as the psychological forces that determine the direction of a person's level of effort, as well as a person's persistence in the face of obstacles. The direction of a person's behavior refers to the many possible actions that a person could engage in, while persistence refers to whether, when faced with roadblocks and obstacles, an individual keeps trying or gives up. (1) The responsibility for motivation is three-fold: it falls on the senior leadership, the direct manager and the employee. Numerous factors are involved, from trust, engagement and values (individual and organizational) to job satisfaction, achievement, acknowledgement and rewards. Motivation is essential for...
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...Hot topics EMPLOYER BRANDING Maintaining momentum in a recession 1 2 5 7 9 11 13 15 16 EXECUTIVE SUMMARY MAKE EMPLOYER BRANDING A BUSINESS IMPERATIVE JOIN IT UP MEET THE ‘ON A SHOESTRING’ CHALLENGE ENGAGE YOUR PEOPLE COMMUNICATE THINK TO THE FUTURE CONCLUSIONS – AND CIPD VIEWPOINT FURTHER SOURCES OF INFORMATION EXECUTIVE SUMMARY In 2007, the CIPD published Employer Branding: Fad or the future of HR? Two years on, the concept of employer brand is still with us. But is it under threat in the current economic climate? Or is it more important than ever? The birth of employer branding is associated with the war for talent of the 1990s. With the UK in recession, our Labour Market Outlook surveys report an increase in recruitment freezes, and a decline in organisations taking on new staff. But while a focus on recruitment marketing may be where many organisations initially focused their efforts, commitment to a true employer branding approach goes beyond the need to attract suitable candidates in a competitive labour market. The CIPD has defined employer branding as ‘a set of attributes and qualities – often intangible – that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform to their best in its culture’. For employer branding to be successful, it’s essential it is linked to the overall HR strategy, and in turn supports the organisation’s goals. ‘Now, more than ever, employer...
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...Impact of Job Satisfaction on Business Productivity Table of Contents Chapter 1: Breadth Component 3 Conceptual Framework of Employee Engagement in Organizations 4 The Theory of Values: Employee Personal Values, and Business Values 4 Three-Dimensional Approach of Organizational Commitment 6 Summary 7 Chapter 2 - Depth Component 8 Person-Job Fit 8 Person-Organization Fit 9 Relationship between Person-Job Fit, Person-Organization Fit, and Work Engagement 10 Conclusions 12 Chapter 3- Application Component 13 Chapter 4- Initiative 16 References 20 Certification Statement 25 Chapter 1: Breadth Component Employee relations covers all types of interactions among employees such as union efforts, interpersonal, and group relationships. The purpose of employment relations it to deal with the employees that are employed by the companies and the issues arising from their employment. Acquiring, developing, maintaining, and motivating staff are all aspects that are covered by the employment relations area. Employment relations are necessary as the employee is the most important part of a business and any troubles that affect employees do affect the business as well. Since the end of 2008 the economic downturn has affected many countries and it has aggravated the crisis of confidence towards the institutions and also in the field of business. Employees have been seeking their trust and, therefore, their commitment to more solid and stable companies (Cohen...
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...Introduction With the development of high technologies, social media has been widely used by companies and individuals. Many users, especially the younger ones, are active users of many kinds of social network media, like Twitter, Facebook, MySpac, blogs and YouTube. However, while there are many benefits of using social media for companies, they still face with many problems of the effects of using social network media by their workers, since many workers like to post their comments on social media freely, which may related to the company’s secret information, hence, although many organizations do not have clear guidelines for prohibiting employees from using social media, they still take measures to monitor their employees’ behaviors on social media. In addition, many organizations do not have social media policy, even they have, and the enforcement of the policy is not effective. In this situation, the case study aims to find out resolutions for how the social media policy could be implemented effectively in organizations with Singapore Airlines as an example. Two issues, including enforcement challenges, and de-motivating staff due to monitoring them, will be discussed, and respective resolutions will be presented to each issue for better designing or implementing the social media policies. Enforcement challenges Many companies face with challenges when enforcing social media policy. For example, companies that have implemented social media policy say that the enforcement...
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...language for old Human Resource work, or just the next “hot new thing” for Human Resource practitioners and managers to get involved in. For many organizations, it has become a strategic imperative (Ashton C, 2005:28). A similar view is expressed by Lubitsch and Powell (2007:24) who argue that talent management has moved rapidly up the corporate agenda in recent years. Some regard it as the “new holy grail” or the silver bullet and it is now a central theme driving strategic human resource management. Talent management refers to a systematic planned strategic effort by a company to attract retain, develop, and motivate highly skilled employees. Five particular priorities are identified to leadership development, diversity, employee engagement, learning and development, and succession planning...
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...Relating Employee Engagement and HRD Climate: A Challenge for HR Professionals Abstract: In today’s competitive world, it has become imperative for organizations to nurture, develop and engage talent in the best possible manner. Employee engagement can be defined as the degree to which a person is emotionally attached with the organization. Employee engagement is strongly related to business outcomes. Greater the employee engagement; greater is the productivity of the organization. Hence, management consultants and practitioners are putting enormous efforts to augment the employee engagement among their employees. Also, a relationship exists between HRD climate and job satisfaction, organizational commitment and many other factors which ultimately results in engagement of employees in their work. The purpose of the study was to measure the employee engagement level and to study the relationship between employee engagement and HRD climate and impact of HRD climate on employee engagement in one of the leading digital e-commerce company in National Capital Region (NCR). OCTAPACE profile (Pareek, 2003) was used to measure the HRD climate. OCTAPACE measures eight dimensions of HRD climate viz. openness, collaboration, trust, pro-action, autonomy, authenticity, confrontation and experimentation. The study was conducted on 108 respondents. Data was analyzed using correlation and regression analysis in SPSS. The various dimensions of HRD climate were observed individually...
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