EMPLOYEE ENGAGEMENT

Employee Engagement

Table of Contents

Introduction2

Critical Review of Research2

Performance Management and Reward Systems4

Importance of Reward Systems and Strategic Change for Employee Engagement6

Behavioural Aspects of Performance Management7

Comparison of Two Organizations8

IBM8

The Issue8

Employee Wellness Program and Engagement8

Contribution to HR Strategy9

Incentive and Employee Engagement9

Competitive Advantage through Engagement10

Promoting Employee Engagement with Social Media10

Santropol Roulant11

The Issue12

Flexible Work Arrangement12

Effective HR Practices Stabilizing the Workforce13

Replacing the Inconsistent Process by Coherent Policies14

Connecting With the Local Social Services15

Critical Evaluation of the Approaches15

Conclusion17

References18

Employee Engagement

Introduction

Employee engagement is the key focus of both business entrepreneurs and academic researchers and is severe issue of modern business environment. Every organization wants to gain competitive advantages over others, and employee engagement is the best tool for it. In fact, employee engagement is considered to be the most powerful factor to Measure Company's vigour (Baumruk, R. 2004, Pp 48-52). Engagement is creating prospect for human resources to attach with their managers, colleagues and the organization. Its concern is to shape a milieu where employees are motivated and connected with their job in real caring manner to do a high-quality job. Engagement is a perception that places continuous improvement, change and flexibility at the empathy of what it means. So an employee, as well as an employer must understand the twenty-first-century workplace requirements [Chartered Institute for Personnel & Development (CIPD), 2009, Pp. 38]. (Cindy, 2008) states that, engagement is the capacity of employee's work endeavour, obligation and aspiration enduring in a business, engagement is a conditions of intellectual and emotional pledge to a group or an organization creating conduct that will assist accomplish an organization's promise to the customer to ensure the improvement in business results (Konrad, 2006, Pp. 1-6).

Critical Review of Research

According to Harter et el (2002) the definition of employee engagement mentions competitive advantage, and this reinforces the link between HRM and strategy. If competitive advantage sought through differentiation then HRM needs to ensure that high quality, skilled staffs get recruited that this staff given the freedom to be creative and innovate that a culture of service and quality are prevalent that rewards geared towards long-term success and beyond short-term financial measures (Harter, et.al., 2002, Pp. 219). On the other hand, if a strategy of cost leadership pursued, then HRM needs to focus on recruiting low skilled workers, providing repetitive, basic tasks, minimizing staff numbers, providing strict controls, and focusing appraisals and rewards on short-term cost measures, in order to maintain employee engagement. If an organization plans to grow through acquisition, then HRM might contribute to the achievement of this strategy (Richman, 2006, Pp. 36-39).

The judgmental and developmental purposes of appraisal discussions: Appraisal discussion between managers and subordinates can be seen as having two purposes i.e. the judgment purpose and the development purpose. The judgment purpose includes the making of decisions related to the rewards and responsibilities, such as pay and promotion (Storey, 1995, Pp. 12-17). The development purpose relates to the identification of training and development needs and action planning to improve performance. This can lead to a conflict in the process between management ...