...LEARNING’S ROLE IN EMPLOYEE ENGAGEMENT You often know it when you walk into a place of business. You can tell who is bored, distracted or unhappy. And you can tell who is focused, invested and engaged. Most employers prefer the latter type of employees, of course, because they tend to work harder, be more productive, provide better customer service, and are often just more fun to work with. But determining how to engage employees is a major challenge. The business literature provides few sure-fire, easy-toimplement ways of increasing employee engagement. With this challenge in mind, the American Society for Training & Development (ASTD) commissioned the Institute for Corporate Productivity (i4cp) to conduct a survey and develop a study on employee engagement. “Learning’s Role in Employee Engagement” was sponsored by Dale Carnegie Training. The goal was to gain an overview of engagement in today’s workplace and to find out how organizations can boost engagement levels, with a particular focus on learning’s role in the process. The final report is based on survey responses from 776 HR and learning executives and an extensive review of the workplace literature. The results were intriguing. The research team found that engagement truly is an issue of major significance to most organizations, which is probably related to the fact that the average organization has some serious engagement problems. Only about a third of the average respondent’s workforce is highly engaged, and nearly...
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...TRENDS IN EMPLOYEE ENGAGEMENT GROUP MEMBERS Tage Anga PGP28362 Avinash K PGP29001 Kaushik Jana PGP29024 Sirisha Jayanthy PGP29032 Sachin Waghe PGP29034 Pritesh Dindor PGP29039 Subhojit Majji PGP29040 NEW TRENDS IN EMPLOYEE ENGAGEMENT Introduction Organizations are struggling to retain the best talent at work and are striving to create an emotional bond to their organization in the minds of the employees. But, for the employees, excitement might be getting diminished as there is no time and are rolling along the chain of busy life in office by attending conferences, meeting the targets, convincing the clients etc. Normal office routines during the day might slump under tremendous work pressure. Organizations who have consistent employee engagement activities keep their workforce unbelievably active. An engaged employee is a productive employee. There is a direct relationship between employee engagement and employee satisfaction, retention, motivation and above all, productivity. Employee engagement activities at office will always keep the employees refreshed and relaxed. Having fun at work will augment team building, bring togetherness, relieve stress and make the employee emotionally bonded to the organization and this will also have an effect on the attrition rates. Employee engagement activities are absolutely...
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...The Project Report Sahina Puri & Neha luthra Western International University Res 600 Graduate Research Methods Mrs Shilpi Jain 05 Th March 2010 Table of Contents Acknowledgement..................................................................................................................3 Executive Summary.................................................................................................................4 Introduction.............................................................................................................................5 Explanation of variables...........................................................................................................6 Hypothesis................................................................................................................................7 ACKNOWLEGDEMENT We would like to express our gratitude to all those who gave us the possibility to complete this project special thanks to our Faculty Prof.Shilpi Jain who gave us all support to complete this project and gave us all the possible knowledge regarding the subject which has helped us in understanding Business Research in much depth. ...
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...technology, business design, and online strategy helps clients bring the full potential of digital marketing to bear on their business. What we do Digital marketing engagements are typically multifaceted, solving for specific digital marketing challenges while building ongoing client capabilities. In addition to defining new roles and responsibilities and helping develop employees’ skills, we address technology infrastructure issues and identify potential partners. We work with clients primarily in three core areas: • Harnessing digital marketing to transform business effectiveness We help clients drive higher sales productivity and other performance gains through digital marketing. This shift involves mastering multichannel to generate distinctive and practical insights from digital sources as a starting point for clients to develop new contact strategies, streamline planning and execution processes, and upgrade internal capabilities. • Optimizing the customer experience across channels We work with clients to integrate the flow of the customer experience across channels (e.g., face-to-face, telephone), opening up new lead sources, supporting sales for smaller-value transactions, and creating new models for service. We continuously provide new and practical perspectives on the evolving Customer Decision Journey, and work with clients to make the deep, transformational changes needed to support new strategies and capability demands. • Learn more about our Customer Experience capabilities ...
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...Finance professionals have to master the art of good communication skills or their technical expertise will be redundant, says Peter Shaw sk any senior executive what they think makes an effective finance professional and they will talk about the themes of clear judgment and effective communication. Rigorous financial analysis and discipline are essential but not sufficient. The senior leader in any business wants to work with finance professionals whom they trust as competent but can also understand. Often the rhetoric is about rigour, thoroughness, accountability and professionalism. But if communication doesn't happen well, all those wonderful professional skills can become sidelined and irrelevant. The consistent picture is that the finance professional who can communicate effertively becomes a crucial and influential part of a leadership team. The finance A professional who doesn't communicate well is regarded as a necessary evil, an encumbrance, a tedious part of the process and a bore. The finance professional can either be at the centre where they are influential, engaged and vital to success, or they can become sidelined and, at worst, regarded as a liability because of their inability to connmunicate with stakeholders. So how is this best avoided? The finance professional has so much to offer. Key principles are about clarity, curiosity, thinking through consequences and being corporate. Clarity Clarity is about effective preparation, identifying key points...
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...Subject: Book Presentation Assignment I have created a presentation on the book, “Manager 3.0, A Millennial’s Guide to Rewriting the Rules of Management” by Brad Karsh and Courtney Templin. This assignment will consist of the points I found to be most relevant in the second half of the book and why. After explaining the main points, I will discuss my personal refection of the book and whether or not I am fond of it. The Last Seven Chapters In my portion of the book, Brad Karsh and Courtney Templin went into an in-depth explanation of six of the ten Rewritten Rules of Management. They incorporate many examples from their own personal work experiences as well as of employees all over the globe to emphasize their ideas. These are the six main points discussed in my section: * Ownership * Navigation * Negotiation * Engagement * Collaboration * Teaching “Own It: Taking – And Giving- Responsibility” As a manager, ownership can be defined as taking responsibility for your actions along with the actions of the members of your team. We, as humans, typically seek external forces to blame the results of a bad situation instead of looking internally by holding ourselves personally accountable. Think about a time when you were playing a game and blamed the referee when, in all actuality you would have won this game if you had made those important plays. The idea of ownership is brought to our attention through the use of a story about Captain Mike Abrashoff...
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...There are differences between attitude, behaviour and outcomes in terms of engagement. An employee might feel pride and loyalty (attitude); be a great advocate of their company to clients, or go the extra mile to finish a piece of work (behaviour). Outcomes may include lower accident rates, higher productivity, fewer conflicts, more innovation, lower numbers leaving and reduced sickness rates. But we believe all three – attitudes, behaviours and outcomes – are part of the engagement story. There is a virtuous circle when the pre-conditions of engagement are met when these three aspects of engagement trigger and reinforce one another. Engaged organisations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two way promises and commitments – between employers and staff – are understood, and are fulfilled. Although improved performance and productivity is at the heart of engagement, it cannot be achieved by a mechanistic approach which tries to extract discretionary effort by manipulating employees’ commitment and emotions. Employees see through such attempts very quickly; they lead instead to cynicism and disillusionment. By contrast, engaged employees freely and willingly give discretionary effort, not as an ‘add on’, but as an integral part of their daily activity at work. But is employee engagement something new, or simply old wine (long-standing management approaches) in new (fashionable management-speak) bottles? Is...
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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 performance...
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...Dan Lupascu, Raluca Gâlea 155 CONSIDERATIONS ON REGULATING THE ENGAGEMENT IN THE NEW ROMANIAN CIVIL CODE1) AND SOME FOREIGN LEGISLATION Dan LUPAùCU Raluca GÂLEA Abstract The new Civil Code brings back into the Romanian legal landscape a very rare and apparently obsolete institution – the engagement. This article analyses the evolution of engagement, its substantial and formal conditions, the content of this sui generis act and also the sensible issues concerning the judicial effects of the engagement, especially as regards its cessation. Also, elements of comparative law are depicted, highlighting the correlation between the consequences of breeching the engagement and the fault of parties in other law systems. Keywords: engagement, the promise to marry, breeching the engagement, accountability, gifts. 1. Introduction The engagement has a considerable history, being mentioned even in the Old Testament, under the Hebrew term of „aras” having the meaning of „engagement to marry”2) or „vow to marry”. As regards the religious implications, the man and woman were already considered as husband and wife, without the right to sexual relations until the marriage3). According to Vasile the Great, breech of these interdictions was sanctioned with exclusion from communion for 11 years. Considering the engaged persons as being married also implied a series of extremely severe consequences. For example, the priest could refuse to wed a person who was initially engaged during...
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...respect’’ * ‘‘A pat on the back, or some praise would be nice’’ * ‘‘I want to be respected and recognized as a valuable team member’’ III. A group of good team players creates a happy individual and promotes satisfaction in the workplace. F. Team efforts are not only supported, but also celebrated at the best companies. Coming together to reflect on the team’s efforts encourages team pride. Burchell, M (2010) G. The key to effective teamwork is to first recognize and identify who is on your team and then to develop the skills to utilize all team members to their full extent. Gordon, S. (2012) IV. Setting the tone for employees engagement provides a more structured, productive, and profitable organization. H. Engaged employees feel inspired by their work, they are customer focused in their approach, and they care about the future of the company and are prepared to invest their...
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...Forced marriage, family cohesion and community engagement: national learning through a case study of Luton Dr Nazia Khanum OBE March 2008 Forced marriage, family cohesion and community engagement: national learning through a case study of Luton Completed by: Dr Nazia Khanum OBE Director Equality in Diversity Commissioned by: MP Margaret Moran’s Office – Ushrat Sultana Metropolitan Police Service – Jim Blair Home Office – Deborah Jamieson Published by: Printed by: Equality in Diversity e-mail: nkhanum@aol.com Bartham Press (Watford) Ltd e-mail: koyes@barthampress.com Phone: 01582 459402 / 573471 Mobile: 07931 973967 © Nazia Khanum 2008 All rights reserved ISBN: 1-904070-02-7 March 2008 Acknowledgements As soon as I started conducting this piece of research in 2006, it became clear to me that I was dealing with one of the most sensitive subjects, the actual scale and complexity of which will probably never be known. The paucity of available data and the inconsistency of recording incidents across agencies were clear from the start. Since the lack of data was anticipated, this research project took a qualitative and not a quantitative approach, and so no attempt has been made to indulge in a number crunching exercise. Full advantage has been taken of the opportunity to delve into the interviewees’ personal views, perceptions and experiences. During the research, I came across all kinds of emotions and value judgments including mistrust, fear, denial,...
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...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 scheduled...
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...Employee satisfaction and engagement City College Employee satisfaction and engagement Introduction “The game of basketball has been everything to me. My place of refuge, place I've always gone where I needed comfort and peace. It's been the site of intense pain and the most intense feelings of joy and satisfaction. It's a relationship that has evolved over time, given me the greatest respect and love for the game.” Michael Jordan The most important asset of an organization is not the building, the equipment, the offices around the world, nor the beautiful desk on the presidential office. The most important asset in any organization is the EMPLOYEE base. The employees are tangible assets that organizations need to invest time and money in because without them the organization does not go anywhere. In order to appreciate the most important asset the organization has to meet two important requirements, employee satisfaction and engagement. When I talk about satisfaction I mean the fulfillment of employee’s wishes, expectations, and personal needs. The engagement portion occurs when the employee is fully involved in, and enthusiastic about, his or her work. But how can the organization achieve these important goals? They need to transform the organization from a place of dissatisfaction and disengagement into a place of opportunity whereby the employee feels there is peace, comfort, joy and long-lasting relationships. A leader of an organization...
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...deliver higher standards consistently to the customer. In Bunge, delivering brand promise is an organization wide ongoing process. The brand and brand promise is linked to job descriptions , training programs and evaluations. We have developed an effective brand education program that goes into detail about the brand’s position, personality, promise and benefits. If the brand was built on customer and employee insight, we share that insight with employees so they understand how the brand promise was developed and how it reflects the company’s reputation both internally and externally. We understand that employees can’t deliver on the brand promise if they don’t understand what it is, and their role in delivering the promise through their work every day. We have also created an internal cross-functional "Brand Team.” We make...
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...emotion, and how their employee’s emotions affect them when making decision. After completely analyzing the self-assessments, a recommendation will be presented to Riordan Manufacturing to get a better understanding of management and how to motivate their employees. The employees who participate in the assessment are The assessment that was issue to the participants is as follow: How satisfied am I with my job? , What’s my affect intensity? , Am I deliberate decision maker? , and how are you feeling right now? Based on these assessment management can distinguish the strength and weakness of their employees and develop a plan to place each employee in their perspective work area where they feel more engage on the job. self- assessment indicates a high level of job satisfaction; overall is satisfied with her work environment. is a decision maker, who is moderately affected by her moods and displays positive emotion. Edward Massey self-assessments indicates a high level of job satisfaction, he is a deliberate decision maker, who moods affect him moderately and displays neutral emotions. self-assessments indicates a very low level of job satisfaction, with a high level of affect intensity, has a more blended style of decision making, and he displays positive emotions. Riordan Manufacturing will remain effective and productive as- long- as their employees are satisfied with his or her position. Employees who has a high...
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