What Is The Importance Of Employee In The Contemporary People Management?
The primary purpose of this essay is to understand the significance of employee engagement in the contemporary people management. With the extremely dynamic business environment, the way of managing the human resource has also changes. Earlier the employees were just considered as the working of the organisation but today, there is an extensive need of increased employee engagement. The importance of engaging the workforce is rapidly increasing. The human resource or the employees are the most precious assets of the organisations; therefore it is essential to have their increased involvement in the various process, functions and decision making of the organisation. The primary reason of focusing on the subject of employee engagement is to understand the associated benefits of getting the employees engaged with the organisation. These benefits have a direct impact upon the sustainability and growth of the companies (Markos and Sridevi, 2010). The essay will highlight the significance of employee engagement through various examples and evidences which can justify the arguments provided in the essay. The evidences are from the various industries in the business environment that shows a strong relevance with the primary objective of this essay. There will be laid emphasis upon aspects like employee engagement, human resource management, employee relations, competitive advantages of workforce engagement, self-efficacy, organisational effectiveness and significance of employee engagement in the business organisations. It is important to take use of these evidences and the associated terms to have an in-depth understanding of the subject. There is strong association of all these terms with the key focus area of the essay i.e. employee engagement. Based upon the discussion, evidences and arguments, there will be a concluding paragraph in the essay for summing up the key finding and analysis drawn.
Employee engagement can be understand as the organisational approach for developing the sense of importance among the organisational employees so that they can sense that are a significant part of the organisation and thus they perform with utmost efficiency and contribute with the best of their productivity (Macey and Schneider, 2008). The employee engagement results in development of the appropriate conditions for all the organisational employees so that they can give their best, remain committed to the aims and goals of the organisation; remain motivated for contributed significantly in success of the organisation with increased sense of individual well-being (Shuck and Rose, 2013). Employee engagement is based upon the two way communication, commitment, integrity and trust among the organisational employees and the organisation. It is that practice which enhances the chances of success of the business while contributing to the well-being, productivity and performance of the organisational employees (Gruman and Saks, 2011). The concept of employee engagement is different for the employees as well as for the employers. For the employees, the employee engagement is to understand one’s role and working in the organisation, to develop understanding that in what manner the organisation achieve its objectives and purposes and the employees are offered with an opportunity to raise their voices for providing their view-points in relation with the organisational decisions. And for the employers, the employee engagement is to develop those practices and approaches which can boost the morale of the employees to work hard so that there can be decline rate of absenteeism and conflicts can be there in the organisation (Noe, et al., 2006).
There were increasing issues in the past related to employee relations, these issues were the prime reason behind the deteriorate performance of the organisation. The employee relations comprises of all the association among the employers and the employees of an organisation. The human resource department implements rules and policies for maintain the effective employee relations. There are certain employee relation issues which have gathered the attention of several researchers and the organisation such as legal issues which are related to the employment and labour law (Blyton and Turnbull, 2004). In the past decades, there were several issues related to workplace inequality and discrimination and workplace harassment because of which the reactions among the employees and employers get disturbed and which results in disengagement of the employees with the organisation and the various functions. Another aspect of employee reactions is the conflict management. There are several numbers of times when conflicts occurs among the employees, employers and the mangers. These conflicts decrease the level of demotivation among the employees which restricts them to effectively engage with the organisation or the organisational activities. Therefore, to manage the employee relations there is an efficient need of the conflict management practice in the organisation for resolving the disputes among the employees and the employers and developing increased level or coordination among them. Maintain the employee relation is a major and primary initiative for having increased employee engagement (Gennard and Judge, 2005).
There are several examples and evidences in the real life of business where there have been identified cases of employee disengagement. The one biggest example where there have raised number of issues related to the workforce dissatisfaction and disengagement is Amazon. The renowned online retailer is one of the most non-preferable places for the employees to work at. There were several incidents and reports which discloses the working conditions and stress level of the employee working at Amazon. There are controversies in which the company has involved related to the oppressive and ruthless treatment to the organisational employees. There was no involvement of the employees in the organisation because of such bad and wicked human resource management in the organisation. From the various report and surveys, there were recognized issues of employee relation issues and controversies. All these issues laid a direct impact upon the brand value and organisational and employees productivity at Amazon (Scott, 2015). It is not at all worthy to buy the products from the disengaged employees. To have pleased customers, the first point is to please and satisfy the organisational employees. Because of all such issues, there were increased rate of attrition in the company which leads to decline organisational productivity and sales. A contended employee has greater chances to fascinate the potential buyers to make a purchase rather than a dissatisfied or unhappy employee (Saks, 2006).
On opposing to this, there are evidences which show that how companies spend high amount of capital just to have increased employee engagement and satisfaction. The recognized example in this case is of Google. It is one of the most successful and renowned organisation across the globe. Google has also earned several rewards and recognitions as the best employer of the year because of its innovative and pioneering activities in the employee development and employee welfare programs. The workplace flexibility, employee engagement, employee welfare and development at Google are the recognized practices which have been discussed by several researchers for having a new approach to the effective human resource management (Kuntze and Matulich, n.d.). To have increased employee engagement, the organisation offers an opportunity to the employees to give their innovative ideas and view points by which the company can attain higher success. These kind of open discussions are a regular part of the organisation, so that the employees can consider themselves as a potential asset of the organisation who possesses equal right to offer feedbacks and suggestions. Because of the increase involvement of the employees and other numerous flexibilities and benefits offered to the employees in Goggle, the organisational workplace is the most preferred place by the employees to work at. By this evidence it is demonstrated that there is increased importance of employee engagement in the present scenario for retaining the best talent in the organisation only (Shuck, et al., 2014).
It is essential to have high employee engagement in the organisation because of the several benefits and advantages which are associated with the increased employee engagement in the organisations. The primary reason is the productivity, the engaged employees are often regarded as the top performers which are committed to the organisation for going an extra mile for the attainment of the organisational success (Guest, 2014). As there is increased level of employee engagement there is a reduction in the arte of employee absenteeism as well as increase in the level of employee motivation which results in enhances productivity of the employees. There is comparatively increased arte of productivity at the organisation where there is more engaged workforce (Sorenson, 2013). In the contemporary people management there is need to have improvement in the set practices and functions of human resource management for developing the employees at individuals levels so that in return they can be beneficial for the organisation and its success. In present scenario, the arte of employee attrition is much high in the organisation which lay down the most drastic and negative impact on the organisational productivity and sustainability (Albrecht, et al., 2015). To control the rate of attrition and retaining the efficient and potential human resources, it becomes vital for the organisation to focus on the employee engagement practices. The engaged employees is the best source of innovation in the business practices mad operations. The higher employee engagement offers a chance to employee to provide innovative idea to the organisation and the implementation of those ideas leads to the organisation growth and development. As well as there is development of high level of self-efficacy because of the higher engagement with the organisation (Carter, et al., 2016). There is less need for evaluation and control as the employees are efficient enough to perform the nosiness operations. Having engaged workforce also leads to attainment of higher competitive advantages such as improved organisational efficiency, enhanced organisational productivity, improved brand value, increased retention rate, efficient human resource management and rapid generation of revenues (Shantz, et al., 2013).
Employee engagement is the essential need of every organisation in the current scenario because if increasing market competition and dynamic business environment. An engaged employee is more beneficial for an organisation rather than an efficient and skilled but disengaged employee. From this essay, it can be concluded that there are organisations which have disengaged employees and this is the primary reason of declining organisational productivity of those organisations. To have a suitable business and continuous development of the organisation, it is essential to have improvements in the human resource management and enhance focus on the employee engagement practices. In such a globalized business environment, taking acre of the needs and demand of the employees is very much essential because of that fact that today organisations are paying higher attention on the employee development y for fetching the attention of the competent and potential talent. Therefore, it is necessary to have increased employee engagement for faster accomplishment of the organisational goals and for achieving several other competitive benefits.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Blyton, P. and Turnbull, P., 2004. The dynamics of employee relations. Palgrave Macmillan.
Carter, W.R., Nesbit, P.L. Badham, R.J., Parker, S.K. and Sung, L.K., 2016. The effects of employee engagement and self-efficacy on job performance: a longitudinal field study. The International Journal of Human Resource Management, pp.1-20.
Gennard, J. and Judge, G., 2005. Employee relations. CIPD Publishing.
Gruman, J.A. and Saks, A.M., 2011. Performance management and employee engagement. Human Resource Management Review, 21(2), pp.123-136.
Guest, D., 2014. Employee engagement: a sceptical analysis. Journal of Organizational Effectiveness: People and Performance, 1(2), pp.141-156.
Kuntze, R., and Matulich, E., n.d. Google: searching for value. Journal of Case Research in Business and Economics. Pp.10. Accessed on: 28th April, 2017. Accessed from: https://www.aabri.com/manuscripts/09429.pdf
Macey, W.H. and Schneider, B., 2008. The meaning of employee engagement. Industrial and organizational Psychology, 1(1), pp.3-30.
Markos, S. and Sridevi, M.S., 2010. Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), pp.89-96.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2006. Human resource management: Gaining a competitive advantage.
Saks, A.M., 2006. Antecedents and consequences of employee engagement. Journal of managerial psychology, 21(7), pp.600-619.
Scott, R., 2015. What Amazon's Work Culture Tells Us About Employee Disengagement. Accessed on: 28th April, 2017, Accessed from: https://www.forbes.com/sites/causeintegration/2015/08/21/what-amazons-work-culture-tells-us-about-employee-disengagement/#7523266754f0
Shantz, A., Alfes, K., Truss, C. and Soane, E., 2013. The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours. The International Journal of Human Resource Management, 24(13), pp.2608-2627.
Shuck, B. and Rose, K., 2013. Reframing employee engagement within the context of meaning and purpose: Implications for HRD. Advances in Developing Human Resources, 15(4), pp.341-355.
Shuck, B., Twyford, D., Reio, T.G. and Shuck, A., 2014. Human resource development practices and employee engagement: Examining the connection with employee turnover intentions. Human Resource Development Quarterly, 25(2), pp.239-270.Sorenson, S., 2013. Ho
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