Workplace Therapist: Article Analysis

Employee engagement and motivation can be increased by providing clear line of sight, providing right job knowledge with required resources, supportive supervision, incentives and rewards.

One of the primary factors in employee engagement is a person’s relationship with his or her direct manager. Some managers are excellent at managing teams and making each person feel valued, while others don’t have the same abilities. Train your managers in the skills that can improve employee engagement, and it can boost your organization’s overall results. Most employees fear their supervisors, so they choose to leave because they don’t want to work in a stressful environment. However, they don’t always express their

Employee Engagement: It’s a known perception that an engaged workforce provides many intangible benefits that is linked directly to retention. HR policies should focus on employee engagement initiatives that stimulate motivation levels of employees to perform better and bond with organisation. This process should be initiated right from induction and continue throughout their tenure by opening channels of continuous communication and encouraging interpersonal relations. HR is responsible to incorporate methods to measure engagement and at regular intervals track engagement contribution to company’s success.

The CIPD (2014) factsheet states that Employee Engagement is a concept that ‘is generally seen as an internal state of being – physical, mental and emotional – that brings together earlier concepts of work effort, organisational commitment, job satisfaction and ‘flow’ (or optimal experience)’. An engaged workforce willingly demonstrates discretionary effort within their roles; their goals and values reflect that of their employers/organisation; they express a passion for work, feel valued and that their work has meaning.

The following research paper describes in detail the relevance of employee engagement to a healthcare provider. Engagement of employees is often an overlooked area of focus as hospitals look for ways to improve processes and reduce operating expenses. Healthcare is somewhat unique in that cost to the customer is not the main economic force driving patients to the various hospitals or healthcare providers. The focus of the following is to examine the importance of employee engagement hospital wide. There are factors that lead a prospective patient to choose one healthcare provider over another, assuming choices exist. When discussing engagement, emotions can play a

Additionally, policymakers should consider the merit of including employee engagement metrics as part of a pay for performance strategy for larger health systems. While the mechanics of the deployment of an employee engagement strategy are beyond the scope of this paper, clearly a good starting point is to foster an environment which emulates aspects of the private practice

Improving employee engagement and clinical outcomes, measurement is just the beginning. Having a plan and making the Q12 elements the centre of regular team discussions will lead to improved engagement, better performance, and higher quality care. Managers must emphasize the big picture of engagement, actively listen to team members, and encourage employee involvement in the process. By weaving engagement into their management style, healthcare leaders can build and sustain engagement -- and improve the healthcare worker and patient experience. (Chris Groscurth, 2014). [6]

3.2 Evaluate the business benefits likely to accrue from a culture of employee engagement – benefits for the organization, its executives/managers, its workforce and its customers

Companies that have higher levels of engaged employees have higher earnings per share (EPS) than companies that have lower engagement levels (Kelleher, 2011). Engaged employees are more productive, have higher levels of customer loyalty and help their employers become more profitable. An engaged employee is less likely to leave their current position. This saves their company money because there is no need to spend money to hire and train new personal. These saving can be passed along to the employees for increased wages, bonuses, and benefits. All of these items help in motivating employees, to attempt to engage the disengaged.

Employee engagement (EE) is an essential part of organizational life and of paramount interest to human resource management (HRM) professionals in the banking industry due to its influence on the organizational outcomes.

It would be very easy for employee engagement to be used in a negative way to ensure that employees are more productive and putting in more effort for no reward. In this case, Trade Unions would be interested to ensure that employees aren’t exploited for the good of the organisation and that the benefits of improving employee engagement are mutually beneficial to all parties concerned.

The success of organization depends upon the engagement of their employees and their awareness regarding their duty, role and output of work that perceives the organization ahead (Anitha J, 2014) Many researchers have defined employee engagement in their own words but Shane and lattimore, 2013, pg138) believes that it is a person’s innate feelings, psychological thinking, intellectual abilities and their motivational efforts to achieve the job oriented goals. Employee engagement is a kind of specific environmental condition in which an individual feel totally indulge in work and consider that work meaningful, manageable and be success full for future.

Another finding in this survey is the biggest drop in engagement happens from year one to two, with employees’ engagement dropping down to 34%, and leveling off from year three to five at 30% (Lowe, 2012). The OHA’s findings on engagement levels in relation to time employed and demographics give healthcare leaders an insight on where to focus on receiving the biggest gains. For example, at Cheyenne Regional all new hires enter the organization through the “New Employee Experience”, with a follow-up half-day session at their 90-day mark. Using the data from Lowe’s research, innovative HR managers can create an “employee experience” session held every six months until the two-year mark, and annually after that until the five-year mark. Albeit, this would be a massive HR undertaking, the impact could positively influence employee engagement by allowing shared governance groups to recruit and share their past successes, more visibility of the C-suite leaders, and offer employees the opportunity to communicate both their positive and negative experiences in the organization. A program like this would aid in keeping current employees and reducing turnover. Decreasing staff turnover instrumental in hospital performance since turnover is very costly, often time taking several months of training for new hires to become proficient. Experts estimate

I am writing about Employee Engagement to learn and discuss how Employee Engagement helps in smooth and successful functioning of a company and achieving organizational goals by enhancing the performance of the workforce and learning about the factors influencing the individual behaviour within an organization and hence Employee Engagement.

The concept of employee engagement is the extent to which an organization’s employee are psychologically involved in, connected to, and committed to getting one’s job done. Employee engagement is important for business because it drives performance. High levels of engagement were associated with a host of positive outcomes for individuals and their employers.