Employee management Sample

EMPLOYEE MANAGEMENT
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Introduction
Human Resource Management is an accession towards employee staffing which distinguishes
peoples as a credit (human capital) whose existing financial worth sounds steady and whose expected
appraisal can be appreciated with help of investment. Human Resource Management guides to manage
an organization and its employees for the need to them to accord eloquently in the overall productivity
of an organization. In the terms of a common man the management of workforce of any organization
is stated as Human Resource Management. The term Employee Engagement often cited as “Worker
Engagement” is a theory of business management which implies the extent to which employees think,
feel, and act in ways that represent high levels of commitment to their organization. Engaged employees
are motivated to contribute 100% of their knowledge, skills, and abilities to help their organization
succeed. They care deeply about their company, want to contribute to its success, and regularly have
peak experiences at work (Employee Involvement, 2013).
Engagement represents the motivational capital that exists within an individual, a unit, or an
organization. It is a valuable resource that can boost company performance. Our research shows that
engagement is linked to a number of important business outcomes. In the below reference we are
discussing about Food Fiesta Organization which is famous for its sweet products and savory biscuits.
This organization has a strength of around 1000 employees which work together to deliver the best
services as per the standard norms of the organization (Employee Involvement, 2013).
Employee Engagement:
Employee engagement is conceptual approaches which is crafted to confirm that every worker
is committed towards its organization’s ethics and goals, and are being motivated to success of
organization and at the same instance are also able to embellish their own thought of self help.
According to David Macleod “Employee Engagement is the process by which the organization
encapsulates condition in the presence of which employees are able to propose their competence and
imagination (Jane, 2013). There are dissimilarities among attitude and behavior and consequence in the
agreements of Employee Engagement. A worker must carry a sense of pride and adherence, and must
be an immense scripter of his company to the clients or must reach out of bounds to conclude any
project (Shiksha, 2012). Outcome compromises of curtailed accident rates, enhanced production, lesser
issues and more focus on research and also very less number of leaves or sickness ratio. But in

aggregation these all three are associated with Employee Engagement. This is quite similar to ethical
scenario of employee engagement and when all these three feature of employee engagement activate
and correspond we can achieve the desired result (Brim, 2013).
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In more conceptual effort, Employee Engagement is bipartite technique: organization should
employ methods to engage the employee; in return the employee is having preference about the status
of engagement which he hands over to the employer. Both are inter-dependent on each other. Employee
who are having an experience of fusion of job comfort, commitment towards the organization and are
convoluted and having a sense of authorization are able to give more and more effort in the outcome.
It is a theory which is much higher than the entity of its portions (Saks, 2006).
Employee engagement is the alignment of obligation and entanglement which a worker
possesses about his organization and its policies. An employee who is engaged is having knowledge
about business ambience and coordinates with fellow workers to boost accomplishment inside the work
to avail advantages for the organization. It is an optimistic character possessed by employees in relation
to the organization and its principles (Phillips, 2009).
Basically at work place employees seek 3 fundamental points which are shared below:
1. Achievement: An ample number of employees desire to learn and grab something which is
meaningful and can be utilized. They want to enhance their capabilities and talent and wish to
be praised and rewarded for their endeavor (Welbourne, 2007).

2. Friendship: We all are socially connected. Employees take pleasure in working jointly with
colleagues and developing healthy relationships. The interaction of managers with their team
members is much vital in motivating employee in performing up to the levels.
3. Equity: Employees demand a fair treatment when the subject is their pays and benefits and
other source of emoluments. This consists of the Three Factor Concepts of Human Motivation
at Work Place. When all the three are take care of, employees stay engaged and are more
enthusiastic at work environment.

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Benefits of Employee Engagement:
There are ample benefits of employee engagement in an organization. Employee Engagement
provides advantages both to the organization as well as the staff. When employees are in state of
engagement they are focused and inspired and it helps in increasing productivity of the organization.
Secondly the competency level of employees is increased and experience can bring soft skills in their
nature which cannot be nurtured in any training environment. The employee generates confidence
through all phases of their lives and it makes then enthusiastic at their jobs. Improvements can be
visualized in segments such as communication, team formation, analytical approach and solution of
conflicts and issues and problem solution. Adjoining the personal values of an employee with those of
company can be a great inspiration for retention process of an organization. It also helps in enhancing
a commitment to thorough development introducing a feeling of pride. Investments in orientation
programs result in sending a true impact that employee development is on high nodes within the
organization. Internal performers can be identified and placed at higher or subsequent positions which
could be done by any emoluments or pays. Employees are able to identify much about various types of
challenges and what is the value of sustainability at work place. New talent and skills could be
developed through various training modes. The widened approach gets generated as peoples from
various nationalities, backgrounds and cultures meet all together and create lifelong bond. Leadership
can be developed through the organization by identifying potential leaders. Various learning solutions
can be incorporated by hands on and meeting the experience persons. Vision from the end of employee
should be refreshing and stimulating (Robbins, 2003).
Employee Engagement in Food Fiesta
As an Employee is vital part of any organization same goes for Food Fiesta which is a leading
sweets and savory biscuits producer not apart from it. The policies which are practiced in Food Fiesta
for employee engagement are shared and discussed here.
1. Appreciation and Awards for the respective Employee: In Food Fiesta stress is focused on
recognizing and rewarding those employees who have been outstanding performers and have
contributed in growth of the organization. The management here has tried to develop a more
personal relationship and has tried to bring in which manner the employee wishes to reward to
accelerate employee engagement (Mitchell and Jolley, 2012).

2. Highlight Concern and Admiration: This task is quite easier. If you desire to show enthusiasm
and dedication in your organization we need to show them the same heights of commitment and
interest in respect to them. Food Fiesta management works n this policy and remembering name
of team members and providing a feeling of moistness can prove to leap higher steps. It also
draws attention as this organization recalls any special occasion related to any employee and
treats them like humans and not force them to work like machines. This results in increased
levels employee engagement in Food Fiesta (Pring, 2000).
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3. Devise a Higher Level Of Anticipation and Liability: This method is utilized with utmost
attention in Food Fiesta as it can have a great impact on the staff but if it is implemented in
wrong format may lead to disaster. There is a need of strong relationship between the
management and the employees for effectiveness of this method. In a strong relationship as like
Food Fiesta forwarding and motivating an employee and inviting them in taking initiative can
result in strengthen an employee’s work environment. Being a bit hard towards the employee
and asking him to do any work again which has not been executed in a proper framework and
at times showering appreciation and praising the quality of work are some policies followed at
Food Fiesta. The above stated method helps employees in reaching their desired and expected
potential and raises their work capabilities and standards (McKenna, 2006).

4. Managing Expectations like a Manager: Employees engaged in Food Fiesta wish there
managers to be engaged in work as well. As he is holding the authorized position it becomes
his responsibility to make sure each and every expectation are fulfilled. It compromises of
managing work efficiently, dealing with those who are under performers and keeping his
attention. Under performers are identified in Food Fiesta so that the other employees do not
think and develop an ideology that they should not work hard. Inter personal relationship should
be nurtured to fulfill the requirements (Pring, 2000).
5. Do not leave work for tomorrow: In Food Fiesta the leader or the manager has also the
responsibility on his shoulders to check thoroughly and must make sure no task is left pending
by any employee. This is also in association with showing sympathy and knowing the exact
reason why they are not bothering about the task today. Making these checks at regular intervals
enhance the productivity of the organization and also the quality of work improves (Robbins,
2003).
6. Enhance Skills and develop new potential: Every employee carry the wish to achieve success
and progress in the organization, no single staff want to stick at lower level. The same situation is
in Food Fiesta. Food Fiesta focuses on enhancing new skills and potentials and also targets what
their employees desire to achieve in their career path. Food Fiesta mentoring programs help its
employees to achieve various objective like personal or financial or health soundness and are
diverted on a new path to lead in all responsibilities (Nawaz, 2011).
7. Assist Employee in Arranging Feedbacks and Pay Attention to their views: Any organization
is well identified by its employees who are working at the base level. Similarly is Food Fiesta
which is not an exception. Feedbacks at regular intervals are issued to every employee in Food
Fiesta which helps them to identify their strengths or weakness or anything in particular whom
they desire to share about the organization. It helps Food Fiesta to make an image of such an
organization that cares about their employees and they must not hesitate in submitting their
opinions or concepts (Piersol, B., 2007)
8. Accumulate Clarity: Various organizations are not having a clear view as it must be which
leaves their employees in a state of ambiguity and employees feel detached and finds no place
in organization. This is not in the case of Food Fiesta. Food Fiesta lays a foundation by which
employees are able to know the impact of their efforts on the goals to achieve. By acquainting
employees how to develop and gain any sort of knowledge statements and realize the essential

measures which can be used in cost deduction and improving efficiency. The more amount of
transparency in an organization the more the employee feels connected with the organization.
If the employees are blocked at any certain level in the organization then they will not be able
to connect with objectives, motives and values of the organization (Robbins, 2003).
9. Probe Fresh Concepts and Frame Warrior: The basic concept is to create an ample amount of
think tank which is full of ideas and which can lead to improvise business and carry an
interaction with customers and asks for feedbacks related to the betterment of the products.
Food Fiesta allows employees to avail this opportunity to propose in which way the organization
should be headed so that it focus in scenario of employee engagement. Food Fiesta provides
environment to employees to be treated as Champions for their quality work and thus makes a
string bonding with its employees (Reynolds and et.al., 2003).
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10. Applaud Healthy Discussion and Dissidence: There are instances where employees are having
a hesitation in sharing certain ideas and opinions which they have in their plan or strategy. This
may result in folding of great idea or opinion. In Food Fiesta each employee is free to present
his views and there are reduced amount of social barriers which lead in a healthy work place
and prompt discussions are carried out. The internal discussions and arguments should be
promoted inside an organization and allow to weave a path suitable for the growth of
organization and its employees (Pring, 2000).

Barriers in Employee Engagement:
Despite being a prominent organization, they face the barrier of employee engagement. Which
et the organization to stay backward in the race of competition. Some time it is being found that,
organization have allowed the open door policy but still employee’s faces the problem in the
engagement. Well to discuss this topic this part in this essay has generated. To discuss the barrier of
employee engagement, following pints are considered: researcher have studied the survey reports
conducted on employee engagement and then approached each author who made that report. Their aim
was to know that what barriers they have found in employee engagement and from them researcher
found two barriers that act as a barrier in employee engagement is: (Ramsay and et.al., 2002).
 Lack of engaging leadership
 Changing teams
 Not transforming the ideas
 It’s an HR issue
1. Lack of engaging leadership: Employees fail to participate fully in the participation programme
because they feel that whenever they need our help they call us else employees are not being
remembered. They think that their leader and their management are not considering their
emotions and are exploiting them. These things in their mind leave them to think so. Though
there is open door policy in the organization but if leaders and management are not
concentrating their employees other than decision making process then they will not participate
in the programme. This act as a barrier in employee engagement (Newman and Benz, 1998).
2. Changing teams: In this part, employees some time are switched from one group to another
group on the ground of either low engagement or high engagement. In both the situation
employee feel so dishearten that they are not stable in the organization. They are being changed
every now and then. Without their interest they are being putted to some other group. This
switching let them to put a full stop in decision making process. That’s why this point acts as a
barrier for organization for employee engagement (Nawaz, 2011).
3. Not transforming the ideas: Sometimes it may possible that employee that come up with some
idea but every time there ideas are not being considered and are not transformed, then they feel
demotivated and thinks that their ideas are not given any respect and their efforts are going vein.
This raises the feeling of not being engaged in decision making next time (Piersol, B., 2007)

4. HR issue: This is also act as a employee engagement barrier, because the employees seems
employee engagement as an human resource issue not a business issue, so as to participate in
that. They were least bothered about the employee engagement. they perception is that they are
happy with the present condition and present work and process. They don’t want to highlight.
This reserved nature becomes the barrier for the organization in employee engagement
(Robbins, 2003).
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PROMOTING EMPLOYEE ENGAGEMENT
Every organization wants their employee to engage in decision making process, because of this
engagement employee feel motivated and their productivity increases. But the problem is that what
steps or measure should an organization should take to promote the employee engagement, these steps
are being discussed following:
1. Communicate clear goals: Goals are the way on which employee reach their given objective.
This have to be so clear in context of what is to be done, how it is to be done, under whom it
has to be done? If the employee is very much clear about their goals and their process, they will
be less confused are will be free from congestion in mind. This let them to participate in other
decision making process for the organization (Phillips, D.A., 2009).
2. Personal attachment: Other than the office work, organization should conduct some seminar
where every employee are invited to tell some of their interesting stories which is very much
close to them or they can also share their bad stories. So that they feel light and can able to make
good relation with others (Mone and London, 2009).
3. Feedback: whatever the work that a employee do, feedback for their work should be given
instantly only if they had done something good in there. Negative feedback should not be given
(Mitchell and Jolley, 2012).
4. Support for future: To promote the employee engagement, management must try to inculcate
some managerial skills or to provide them some training in respect of how to become a leader.
This efforts will be seen as a positive efforts from the employee end and this feels them
motivated and they participate in other decision making process.
5. Solving problem: In this part, whenever an employee face any problem related with any subject
or aspect, whether related to personal or with official. Their problem should be solved
collectively from the side of management. By doing so, employee feels secure and is motivated
and this let them to engaged in decision making programme (Miner, 2005).
6. Incentives: It is one of the best and universally applied method to motivate the employees.
Giving incentive to employee for their best effort let them to think that if they continue to put
that efforts will definitely get more incentive in future and hence they participate in decision
making process (McKenna, 2006).

Many organization are comprises of trade unions which let the employees to work as per their
conditions, despite of employee wants to participate but still they have to perform as per the trade union
guidelines.
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REFERENCES
 Online
Employee Involvement. 2013. [Online]. Available through:
<http://www.aboutmcdonalds.com/mcd/sustainability/library/policies_programs/community/employee
_involvement.html>. [Accessed on 1st
May 2013].
 Jane, M., 2013. Ways to Communicate With Your Employees. [Online]. Available through:
<http://smallbusiness.chron.com/different-ways-communicate-employees-10535.html>. [Accessed on
30th
April 2013].
 Shiksha. 2012. [Online]. Available through:
<http://www.pg.com/en_US/sustainability/social_responsibility/shiksha.shtml>. [Accessed on 1st
May
2013].
 Journals
 Brim, B., 2013. Applying Employee Engagement to a Specific Business Problem. Gallup Business
Journal.
 Saks, M. A., 2006. Antecedents and consequences of employee engagement. Journal of Managerial
Psychology. 21(7). pp.600-619.
 Welbourne, M. T., 2007. Employee Engagement: Beyond The Fad And Into The Executive Suite.
Leader to Leader Journal. 44.
 Books
 Marrelli, A., 2010. Managing for Engagement -- Communication, Connection, and Courage. DIANE
Publishing.
 McBurney, D. and White, T. 2009. Research Methods. Cengage Learning.
 McDonald, H. and Adam, S., 2003. A comparison of online and postal data collection methods in
marketing research. Marketing Intelligence & Planning. 21(2). pp.85 – 95.
 McKenna, H.P., 2006. The Delphi technique: a worthwhile research approach for nursing? Journal of
Advanced Nursing. 19(6). pp.1221-1225.
 Miner, J.B., 2005. Role Motivation Theories. Psychology Press.
 Mitchell, M.L. and Jolley, J.M., 2012. Research Design Explained. 8th
ed. USA: Cengage Learning.
 Mone, E.M. and London, M., 2009. Employee engagement through effective performance management:
a practical guide for managers. Routledge.
 Murray, B. and et.al., 2002. Personality and job performance: Test of the mediating effects of motivation
among sales representatives. Journal of Applied Psychology. 87(1). pp.43-51.

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