HRM 635 Why is employee engagement an important strategy to foster within an organization
HRM 635 Why is employee engagement an important strategy to foster within an organization
Employee engagement is an important strategy to foster within an organization because without it, HR will be in a constant state of hiring and scratching their heads as to why they can’t seem to retain their employees. Although employee engagement is important, there are other areas of importance that also need to be looked after by HR as well, such as the salary comparison research, satisfaction and employee burn-out. Per Fletcher, Alfes & Robinson, “…an integrated perspective that considers both cognition and affect is needed in order to fully understand why organizational factors, such as T&D relate to important employee outcomes, such as retention” (2016).
Many years ago, I worked in retail management within the hoke improvement industry. The HR frequently got burnt out and we saw a different HR Manager every few months. We finally met an HR Manager who had a very different approach than the previous managers. The HR Manager engaged with employees on the sales floor, created exciting events which increased employee engagement on their breaks, lunches and at our all team meetings. The HR Manager brought us managers into her office to discuss how to properly prepare monthly, quarterly and annual feedbacks with our team members to ensure we align their professional goals with supportive actions and ensure we are staying on the same page as our team members on a continuous basis. We had never had such an engaged and empowering HR Manager previously and our team truly became stronger together through her leadership. Per Fletcher, Alfes & Robinson: “Intended practices, as developed by the HRM department, capture an organization’s strategic HRM intentions. They are typically interpreted by various line managers, who implement these HRM practices in their day-to-day work with employees” (2016). The change in our HR Management tactics positively affected our entire team, and we saw retention increase and employees became interested in our organizational goals like never before. Our younger employees even became interested when their managers and upper leadership took the time to ask them what they thought of various policies, goals and initiatives across the store. Our team meeting turned into a celebration of success stories following the first quarter of our new HR Manager’s professional development of the management team, which then positively affected each individual team member as well.
Fletcher, L., Alfes, K., & Robinson, D. (December 2016). The relationship between perceived training and development and employee retention: the mediating role of work attitudes. The International Journal of Human Resource Management.
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Employee engagement is one of the maximum critical signs in gauging work pride. Employees nowadays need to be concerned about their work, obsessed with the enterprise they work for, have a feel of belonging, and be afforded flexibility around schedules and location. Despite worker engagement being considered wonderful company-wide, most personnel are disengaged at work. When personnel is engaged, they may be much more likely to make investments within their work, resulting in a better labor fine. An engaged worker has a wonderful mindset closer to the enterprise and its values (Parent & Lovelace, 2019). In contrast, a disengaged worker can also additionally vary from a person doing the bare minimum at work as much as a worker who is actively destroying the organization’s work output and reputation. Employee engagement has also synonymous with principles like worker pride and the worker experience, which is greater approximately the whole worker adventure from hiring to once they go away from their job. Active personnel who are satisfied and devoted to their work are more significant than only a paycheck; the willpower closer to their employers and function makes them captivated with their work, which is regularly meditated on their outcomes (SHRM, 2019). Employee verbal exchange stays the maximum critical device to broaden sturdy operating relationships amongst personnel and improve productiveness rates. Companies that provide clean, specific verbal exchange can rapidly construct accepted as accurate amongst personnel. Communication is likewise key to placing clean expectations. When personnel lacks hints approximately what is predicted of them, they will not realize precisely what they want to do, or with the aid of using when. Communication in this area facilitates them to prioritize responsibilities and plan their workdays efficiently. Using gear like those makes it clean to offer the personalized reputation the personnel craves, whether the office is operating remotely or quickly working remotely because of the COVID-19 pandemic. Just as an example.
Parent, J., & Lovelace, K. (2019). The impact of employee engagement and a positive organizational culture on an individual’ e on an individual ability t s ability to adapt to organizational change (pp. 1–20). https://scholarworks.merrimack.edu/cgi/viewcontent.cgi?article=1009&context=mgt_facpub
SHRM. (2019, August 16). Developing and Sustaining Employee Engagement. SHRM. https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/sustainingemployeeengagement.aspx
Employee engagement is derived from the relationship between a company and its workers. An engaged employee
refers to one that is fully absorbed by the organization and is interested in their work, thereby taking best actions to advance the reputation and interest of the organization. Effective engagement makes the employee feel valuable within the organization (Bhuvanaiah & Raya, 2018). Therefore, the experience noted with organizations supporting an engaging environment is that they tend to provide employee oriented incentives as a way of showing their employees how their contributions in the organization make difference even in circumstances where the organization may fail to realize its goals. Essentially, there are several factors that contribute to a culture of employee engagement (Mishra, Boynton, & Mishra, 2019). For instance, being strategic and sharing plans, thus, making employees to understand the bigger picture of the vision and values and see how they fit into them. Besides, open, honest, and frequent communication with employees is also vital in fostering culture of engagement. Other examples include building team trust, personal and professional growth, and use of reward and recognition.
Bhuvanaiah, T., & Raya, R. P. (2018). Employee engagement: Key to organizational success. SCMS journal of Indian Management, 11(4), 61.
Mishra, K., Boynton, L., & Mishra, A. (2019). Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), 183-202.
It is estimated that only 30% of the global workforce is engaged, while more than 60% of the global workforce goes to work, at best, ambivalent and emotionally uninvolved with their work (Batista-Taran et al., 2013). Interestingly, despite these statistics, most organizational leaders rate employee engagement among their organizations’ top priorities. Organizations that foster employee engagement experience increased customer satisfaction, profits, and employee productivity. When employees are engaged, they are emotionally connected to others and cognitively vigilant to the team’s direction. Engagement occurs when employees know what to expect, have the resources to complete their work, participate in opportunities for growth and feedback, and feel that they contribute significantly to the organization (Batista-Taran et al., 2013). Effective leadership plays a crucial role in employee engagement through employee alignment with the organizational goals, providing direction for employee development and effective communication. Leaders should also prioritize cultivating authentic, caring relationships with employees by appreciating the personal values of those who would be willing to give their energy and talents to accomplish shared objectives (Batista-Taran et al., 2013).
At UTSW, employees participate in quarterly employee engagement surveys to help the leadership understand what is working and what is not within the workplace. It allows employees to voice their opinions, encouraging honest, open communication. Our recent survey yielded over 6500 comments with the top three most concerns regarding recognition programs, time & attendance, and communication feedback. When leadership takes such feedback and acts on it, employees feel valued and satisfied, enthusiastic and dedicated to work, emotionally connected to the organization, and committed to staying (Osborne & Hammoud, 2017).
Employee growth initiatives and skill-development programs are two long-term engagement strategies that provide the foundation for improved employee experiences, increasing their loyalty (Choi, 2021). Therefore, organizations should develop training programs that focus on skills to influence employee performance and engagement. When employees feel that they are getting enough growth opportunities, they become solid organization promoters.
Choi, C (2021, June 1) 7 Ways to Support Employee Growth and Professional Development. Retrieved from https://www.glassdoor.com/employers/blog/support-professional-development/
Batista-Taran, L. C., Shuck, M. B., Gutierrez, C. C., & Baralt, S. (2013). The role of leadership style in employee engagement.
Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 4.