employee engagement Flashcards

Question

what are the six golden rules for effective supervision?

Answer 1

- Give praise where praise is due - avoid the perceptions of favouritism - talked every team member regularly - act where problems are suspected - give people as much autonomy as possible: trust - involve people in decision-making

Answer 2

- involve people - constantly reinforce the company values - know what you're trying to achieve: what does "good" look like - encourage employees to be creative - survey employees regularly and don't be scared of results - share the results with employees - engaging the managers, especially first line managers - employee voice - trust and integrity

Answer 3

the CEO: line managers: HR managers: trade unions:

Answer 4

- merit or performance-related pay - job security - training - employee involvement - teamworking (Edwards and Wright, 2010)

Answer 5

‘systems such as teamwork are established; they influence workplace practice; employee attitudes change, with increased satisfaction or commitment; there is a consequent effect on behaviour; and this in turn feeds through to the performance of the work unit and eventually the company’ (Guest, 1997, in Edwards and Wright, 2001: 570).

Answer 6

- Voice mechanisms can improve communication between managers and employees and contribute towards a more open and trusting relationship. This in turn can improve the psychological contract. - Employee involvement mechanisms can be used to avoid conflict, particularly where employees might have genuine concerns about management behaviour. - Employees may be consulted on potential improvements to tasks, organisational culture or strategy, and therefore might feel better engaged in the decision-making processes of the organisation. Where decisions are taken on board, this might lead to increased job satisfaction. - If employees feel that their concerns are treated with respect, the result might be improved organisational commitment, improved retention and performance.

Answer 7

“An appropriate work–life balance might also be a contributory factor towards employee engagement. Where employees are either forced or encouraged to work long hours, at the expense of leisure or family, they might be less engaged with the organisation. Indeed, the CIPD survey showed that employees who are satisfied with their work–life balance were more engaged with their work than others” (CIPD, 2006).

Answer 8

- Organisational commitment has been regarded as closely related to behaviour affecting productivity, such as absence and turnover. - According to Mowday et al (1982: 27, in Gallie et al, 1999), organisational commitment can be defined as: ‘the relative strength of the individual’s identification with and involvement in the particular organisation’, and can be linked to three factors: strong belief in, and acceptance of, organisational values; a willingness to exert considerable effort on behalf of the organisation; and a strong desire to maintain membership in the organisation. - Macey and Schneider (2008) argue that although organisational commitment captures both psychological attachment to an organisation and the willingness to exert energy in support of it, it is only one of the states that comprise engagement.

Answer 9

‘We believe that if employee engagement and the principles that lie behind it were more widely understood, if good practice was more widely shared, if the potential that resides in the country’s workforce was more fully unleashed, we could see a step change in workplace performance and in employee well-being…’ (McLeod and Clarke, 2009: 3). The findings of a CIPD survey suggested that engaged employees performed better than others, were more likely to recommend their organisation to other people, were less likely to take sick leave and were less likely to leave the organisation (CIPD, 2006b).

employee engagement Flashcards

(33 cards)