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What the world’s greatest managers do differently

Diagnostic instrument for measuring levels of employee engagement in organisations

HR business partner competency models: re-contextualising effectiveness.

Employee Responses to Changing Aspects of the Employer Brand Following a Multinational Acquisition

Global talent management: Literature review, integrative framework, and suggestions for further research, Journal of World Business

How and what you pay matters: the relative effectiveness of merit pay, bonuses and long-term incentives on future job performance.

Developing reward strategy to fit with organisational strategy

Organisation culture and reward processes

Equal pay and equal value legislation, diversity and reward

Different reward systems including job evaluation, performance related pay, incentives

Advantages and disadvantages of different systems

What the world’s greatest managers do differently

The elements which determine the overall trends in the business environment such as the resent characteristics of the markets, the development of technologies, policies of the government, innovation as well as the attitudes of the investors, have been on a transformation phase or a phase of change.

At present, the business environment is such that the companies are compelled to come up with newer strategies and better products in order to adapt to a fast changing circumstances. The most valuable asset of any organisation is their employees. There have been noteworthy shifts in the economy and hence strategic developments in the economy are also required in such cases. The organisations need to take care and manage their employees well who comprise their intellectual capital as well as have a plethora of skills to use to the advantage of the company. Employee satisfaction is crucial for the success of any business. A severely high rate of employee connectedness is related to the low level of employee presence.

Effective resources as well as human skills are essential for the success of any organisation. The human resources contribute to the organisation in an important way and better content employees are also bound to work better. The job satisfaction of the employees is used to imply the degree to which they feel positively or favourably about the organisation they work in. The morale of the employees is also a crucial aspect impacting their allegiance to their respective organisations. 

The theory of “employee engagement” is one of the most influential theories related to the organisation. It has been related to the concept of “job satisfaction”, organisational commitment and organisational citizenship. The topic of “employee engagement” is basically considered as a “two way interaction between the employee and the organisation for which the company possesses the accountability to show the way”.  There are several unique characteristics of an “engaged workforce” which comprises of “loyalty, satisfaction as well as encouragement in association with the strategy of the organisation”. reports have revealed that interpersonal relationships have been responsible for making the top organisations of the world successful, like Apple Inc, Microsoft among others.

Workers who are engaged are full of life and they are optimistically associated with the work they do and they feel that they are performing their jobs effectively. It is to be considered as a broad and an effective cognitive state. Employee absorption is regarded as the complete concentration and happy engrossment in one’s work and finding a sense of enthusiasm while performing their work (Rich, Lepine and Crawford 2010).

Diagnostic instrument for measuring levels of employee engagement in organisations

There are companies like Google and Virgin which are major examples of companies where there is employee engagement which is responsible for showing huge benefits. These and other companies are also responsible for getting the best out of the employees who work for them. An organisation like the American Express has been facing an immense amount of focus on the behaviours. The way of conduct in the organisation of the employees makes it stand out.

Every organisation should try to encourage its employees and move forward in a positive way. In case the company maintains the principles of proper management of employees they can help to retain their workers within the organisation.

Employees need to understand that their work is important to their organisation. The vision needs to be shared so that the employees experience that they are a part of the organisation and that their contribution is valued. On the realization of their purpose in the organisation as also the reasons for the work which they are doing, the employees are bound to stay and work for the company.

The principle of properly training the employees, is necessary to ensure that they have the skills necessary to perform the tasks in the organisation. The timely learning helps to ensure that the employees can apply the practices which they have learned to the different segments of the organisation.  Having well trained employees makes an organisation competent and helps them score high over other organisations.

There needs to be proper focus on the relationships between the workers of a group and the leaders to ensure a proper work balance within the organisation. In case the people have good relationships with all members, work life becomes interesting and worth looking forward to. Only technical skills cannot govern the success of any organisation or its teams. The inter and intra personal skills of each individual needs to be governed for the proper running of the organisation (Pinho, Rodriguez and Dibb 2014).  Interpersonal relationships in organisations help in forging proper bonds among the people of the organisations. In the top companies of the world, there is huge importance of inter-personal relationships.

There need to be proper goals for each of the members of the organisation to look up to. In case the employees of an organisation can work towards a common goal they can achieve their targets ideally. This is bound to help them stay focussed and connected to their work. The performance incentives based on such goals and targets also make the employees work towards their own targets towards the organisation. There also can be charts or cycle timings of certain situations which help them to understand what they need to do and where they are going.

HR business partner competency models: re-contextualising effectiveness.

It is quite normal for people to like to work together and in ass where the concept of team methodology is used, knowledge and understanding is spread throughout the organisation. The overall odds of team success are increased when teams are taught how to work together. In such cases, a proper structure and procedure for team interaction is also possible. Collaboration increases the strength of the team and this is ultimately beneficial for the success of the organisation and the proper performance of the team (Shiu and Yu 2010). In has been seen in case of Amazon that the workers were encouraged to embrace the workplace culture which helped in the overall success of the organisation. Survey reports show that employee engagement needs to be cultivated.

There exists a difference between the usage of authority and that of inter-personal relationships in order to get things done. Relationship building is crucial for the success of any organisation. It is comparable to a particular asset that grows in value over time.  The employees of an organisation need to be treated well and their priorities also need to be given importance so that their hidden capabilities and talents can be unearthed. On the basis of the determination of their hidden capacity, they can ultimately help in the overall growth of the organisation and take it closer towards the achievement of its goals.  The proper existence of relationships in the company helps in the formation of the basis which leads to the accomplishment of the goals for an organisation.

The employers need to understand the needs of their employees. In case they make a conscious effort to make work suitable for the employees, they are also bound to get their goals achieved in due course.  The employees who are performing their daily tasks have the most amount of knowledge regarding their congenial situations for their work situations. So it is ideal for the employers to ask their employees regarding the procedures which can benefit them and help in the decrease of workload for them. Once the employees find that their requirements have been taken care of, their zeal and interest, as well as their participation of work also increase.  In case they have to deal with the same convoluted work procedures every single day they are bound to feel dejected and irritable. On the other hand, once their procedures are taken care of they are bound to have their enthusiasm and work zeal intact (Anitha 2014).

Employee Responses to Changing Aspects of the Employer Brand Following a Multinational Acquisition

The acknowledgement of the work of the employees in any organisation is a crucial positive step towards successful organisational performance. No matter whatever the length of the task, the employees do, it is the duty of the employers to appreciate their individual efforts. Only then will the employees understand that their work is being valued and appreciated. Employees often go to great lengths to ensure that their work is being done, they are more likely to repeat their peak performance when they find that it has been noticed, acknowledged and appreciated (Albrech 2011).

In certain cases it becomes impossible for people to balance their work as well as personal lives. Leaders who are wise make it a point to ensure that both the priorities of work and home are able to co-exist simultaneously for their employees. This ultimately benefits the employers as their employees feel cared for. It is considered to be one of the most effective ways for the improvement of staff engagement (Shuck and Wollard 2010). Personal values also have a great impact on any sort of decision making in the work scenario. Proper attention needs to be given to the priorities of the employees to get their support when the organisation needs it the most. Just like the work the employees perform is useful, their personal lives are also important to them. Therefore the fuse of personal and professional objectives is necessary to maintain the competence of an organisation.

The role of organisation in the lives of individuals is crucial. They have an important role in the day to day lives and thus the successful organisations represent a crucial ingredient for developing nations. Organisations in every genre face huge competition and therefore realize the importance of making their employees completely linked with the organisation as well as their individual work. Engaging employees is crucial to satisfy the customers of an organisation. This depends to a certain extent on how the employee feels and how he or she has been treated in the organisation. A completely engaged employee is bound to bring eagerness and zeal to their work which is correlated to the workplace customs and the extra amount of efforts, better ideas and innovations which are responsible for making organisations succeed. The difference is the levels of employee engagement are clearly visible when the performance levels of engaged and un-engaged employees are considered. Continuous focus is the key to achieving the desired level of organisational performance. Performance is dynamic in nature and it requires proper judgement  and interpretation by the employers. It is necessary for the employers to know the proper area of responsibility of the employees. The employers and employees both are bound to remain pleased with the level of expertise of the employees.

Global talent management: Literature review, integrative framework, and suggestions for further research, Journal of World Business

“Employee engagement” is a vital ingredient of both individual as well as organisational success. It helps in the prediction of employee outcomes, organisational success as also the economic performance of the organisation. The impact and the effect of engagement on the organisational performance, can manifest itself by the productivity and organisational effectiveness, organisational outcomes, rates of retaining employees as well as the establishment’s external image.  Employee engagement is one of the most powerful concepts that the organisations need to utilize in order to improve several business functions (Chandrasekar 2011). This includes the safety performance as it is crucial in maintaining the image of the organisation. In addition to this, employee engagement is a powerful way in which the several fundamental determinants of the organisational credibility is measured. The employees can enhance the performance of the organisation by taking part in the goal assessment, having suitable inputs in the organisational planning, the work management, risk assessment, procedure evaluation, suggestion of possible practice methods and addressing the logistics among others (Brunetto et al. 2012).

The organisation also needs to take up the responsibility of choosing the right workers in addition to the supervisors, and also need to have staff who are knowledgeable regarding the operational functions and an in-depth understanding of the nature of people as well. The organisation needs to keep up their efforts to ensure that the employees perform as per their needs and the degree to which the determinants are implemented will help to understand the overall level of engagement of the employees and the drivers that determine the organisational success (Wilkinson and Johnstone 2016).

Normative and effective commitments have in several cases been found to be positively related to the performance. It has generally been seen that the commitment to the organisation has been found to be related to the productivity in a positive manner. It has been seen that there is a positive degree of “relationship between the employee engagement and organisational performance”. The level of organisational commitment has been found to be based on the profession concerned and the nature of the work to be performed by the employees. Certain organisations command higher levels of organisational commitment due to the fact that the nature of jobs there requires the employees to be even more concerned about the level of their jobs (Bach 2009).

Involvement in one’s job is defined as the level to which an individual identifies the  importance of his or her work with respect to the self image of  the person. It involves the concept that job involvement is important in case of both productivity as well as job satisfaction. In case of organisations which have low job involvement, a low amount of productivity and higher absenteeism is experienced. It has been stated that both environmental and individual factors contribute to the levels of job involvement in employees (Muijs 2011). There are three categories into which the antecedents of job involvement can be classified. These include individual personality variables like the control-growth-need-working values in the individual careers, organisational variables including the participation in the decision making jobs and non organisational variables including family involvement. Thus there needs to be a proper understanding of the factors which impact the job performance and satisfaction of the employees in an organisation (Arzu Akyuz and Erman Erkan 2010).

How and what you pay matters: the relative effectiveness of merit pay, bonuses and long-term incentives on future job performance.

Conclusion:

The concept of “employee engagement” is primarily a positive outlook which is held by the employees towards their establishment and it values. At present the concept has been given a rapid importance and its impact on the company’s policies is considerable. Therefore a company needs to understand its employees much more than any possible determinant which are useful contributors to the aggressive position. Organisations which have higher levels of employee engagement, outperform their competitors in terms of their profitability, based on reports. “Engaged employees” are bound to assist their companies reach their mission, execute their strategy and generate crucial results concerned with business. They also provide their organisations with certain competitive advantages which are crucial. These include higher amount of productivity, customer satisfaction and overall positivity in the environment.

In order to ensure a proper morale of the employees it is bound to increase when they are properly managed and led well. Proper and regular feedback is also to be provided to the employees regarding the level and the quality of the work which they put in and also concerning the achievements which they reach. The work conditions should be conducive for the organisation.

 The connection between the employee engagement and organisational outcomes is bound to be stronger in case better measures are used. Therefore it is necessary for the organisation to understand the way in which diverse employees are impacted by diverse factors of engagement.  This helps to achieve the strategic results as well as  for the improvement of overall organisational effectiveness.

References

Albrech, S.L., 2011. Handbook of employee engagement: Perspectives, issues, research and practice. Human Resource Management International Digest, 19(7).

Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), p.308.

Arzu Akyuz, G. and Erman Erkan, T., 2010. Supply chain performance measurement: a literature review. International Journal of Production Research, 48(17), pp.5137-5155.

Bach, S. ed., 2009. Managing human resources: personnel management in transition. John Wiley & Sons.

Brunetto, Y., Teo, S.T., Shacklock, K. and Farr?Wharton, R., 2012. Emotional intelligence, job satisfaction, well?being and engagement: explaining organisational commitment and turnover intentions in policing. Human Resource Management Journal, 22(4), pp.428-441.

Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market orientation and organisational commitment in organisational performance: the case of non-profit organisations. Journal of Management Development, 33(4), pp.374-398.

Chandrasekar, K., 2011. Workplace environment and its impact on organisational performance in public sector organisations. International Journal of Enterprise Computing and Business Systems, 1(1), pp.1-19.

Gruman, J.A. and Saks, A.M., 2011. Performance management and employee engagement. Human Resource Management Review, 21(2), pp.123-136.

Kompaso, S.M. and Sridevi, M.S., 2010. Employee engagement: The key to improving performance. International journal of business and management, 5(12), p.89.

Muijs, D., 2011. Leadership and organisational performance: from research to prescription?. International Journal of Educational Management, 25(1), pp.45-60.

Rasula, J., Vuksic, V.B. and Stemberger, M.I., 2012. The impact of knowledge management on organisational performance. Economic and Business Review for Central and South-Eastern Europe, 14(2), p.147.

Rich, B.L., Lepine, J.A. and Crawford, E.R., 2010. Job engagement: Antecedents and effects on job performance. Academy of management journal, 53(3), pp.617-635.

Shiu, Y.M. and Yu, T.W., 2010. Internal marketing, organisational culture, job satisfaction, and organisational performance in non-life insurance. The Service Industries Journal, 30(6), pp.793-809.

Shuck, B. and Wollard, K., 2010. Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), pp.89-110.

Wilkinson, A. and Johnstone, S. eds., 2016. Encyclopedia of human resource management. Edward Elgar Publishing.

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