Workforce Engagement - Approaches - Coursework Example

LEADERSHIP WORKFORCE ENGAGEMENT Name Code & Course Professor’s name University City Date Introduction Workforce engagement is easily understood as organization leaders and their employee’s commitment level towards the organization mission, values and objectives (Abbas 2014, p. 1). As such, employee engagement has been perceived to be one of the best motivational factors that forecast the ability of an organization to achieve its major objective. Additionally, employee engagement is a behavior positioned by employees at work through level of responsibility fulfillment, leadership relationship with employees and the leadership perspective in employee’s performance level in organization. Almost all organization expects that employee engagement will have a benefit on the quality of the service and its employment contentment’s (Nada 2016, p. 832) Managing people entails organization leaders managing staffs within organizations by mentoring employees through best effective approach. In the process the leader enables the employees to attain their potentiality while achieving the organization goals. As such, employee’s workforce engagement is through motivation, organization ability in handling of employee grievance while introducing new changes at workplace (Gomathi 2014, p. 20). According to Kenexa Research Institute (KRI), findings indicated that the senior leadership team within organization tends to determine the overall employee engagement level within an organization (Wiley 2013, p. 47). It can easily be argued that the leadership workforce engagement occurs in a two-way reciprocation in between the organization leaders and the organization employees. Contrarily, companies might encounter poor workforce engagement especially if the organization leadership has a poor working strategy. This retrospect paper seeks to discuss factors within leadership workforce engagement thus leadership in organizations policies, leadership in inspiration share vision, leadership in modeling the way, and enabling others to acts as managers as aspects affecting leadership workforce engagement. The paper further identifies some of the approaches that can be applied to curb issues facing leadership workforce engagement. Some of the approaches considered are removal of compensation and benefits in organizations, managers making work meaningful, fostering strong organization management, conducive working environment, organization opportunity to grow and leadership focus on organization mission, vision and transparency. Lastly, the paper discussion is further analyzed into conclusive remarks Factors Leadership style Leadership is key antecedent of employee workforce engagement. Studies in leadership showcase that certain leadership characteristics have a co-relation in employee’s workforce engagement constructs such as motivation, job satisfaction, work commitment, proactive character traits of employees and organization citizenship behavior (Lieli 2013, p. 128). Additionally, further research pinpoints three leadership behaviors, thus employee development, consideration, and performance orientation, having employee development and employee consideration labeled as the relationship-oriented style in workforce engagement while performance orientation is a task oriented style in employee engagement (Ariani, 2014, p. 13). Basically, leadership behavior based on follower performance relating with the organization goals showcase higher levels of the employee’s workforce engagement because the technique exhibits more relationship-related behavior between managers and employees (Xu 2014, p. 399). Organization Policies Organization policies are positioned by organization managers for effective workforce engagement. Formulated organization policies based on rules, regulations and framework defined by the organization top leadership tend to determine the level of employee workforce engagement (Vance 2015, p 23). The policies themes that tend to spearhead workforce engagement are based on the available opportunities within the organization, the organization demographics, worker’s lifestyle, individual job profile and the appreciations either money or non-monetary. Research identifies that organization policies that advocate that employee workforce engagement is motivated by good package in salaries and motivation steeped, and insurance cover for the employees and family policies (Mehta 2014, p. 157). Model the way and Workforce Engagement In the current dynamic business environment, it is imperative for the organization to get a higher amount of productivity for the employees and the employers. For the past half-century research, empirical evidence showcases exemplary leadership and employee workforce engagement (Sadiya 2016, p. 15). The modeling the way leadership pose positive correlation with the organization employees vigor. Such leaders tend to lead the organization by example and not by percepts based on their behavior, attitudes and actions that are easily adopted by the employees. Inspirational Share Vision Literature supports the notion that inspire a share vision in leadership affects employee’s workforce engagement (Pan 2014, p. 127). It is argued that inspire a vison plays a vital aspect to engage or disengage employee’s workforce engagement. Additionally, the analysis indicate that workers are likely to be engaged differently depending on the personal experience with their leaders inspire share a vision. According to Robinson, employee’s dedication to the organization is strongly influenced by the leadership inspirational that helps employees to make important decisions that impact their lives and jobs (Mendes 2013, p. 13). Additionally, inspirational share a vision determines the employees level of engagement. This is based on the process of perception whereby individuals read the environment differently through psychological process and since individual receive information differently, shortcomings are likely to be observed based on inspirational shave vision leadership. Enabling Others to Act and Employee Engagement Exemplary leadership recognize and give compliment and celebrate subordinates staff members the exemplary performance based on assigned duties. Research involving six (6) statement on the relationship existing between the enabling others to act as the top leadership position through decision making process while taking decisions on the importance of the work issues and individual vigor impacts the employee workforce engagement (Amah 2016, p. 16). Casting each statement on the five-point Likert scale and ten-point Likert scale with higher number indicating strong value, the outcome showcased that there is a significant impact of enabling other to act as leaders towards workforce engagement (Amah 2016, p. 18) Approaches Compensation and Benefits Previous research implies that leadership style that embraces compensation and benefit is an important factor in employee workforce engagement (Aon 2013). Contrarily new findings indicate that leadership embracing compensation and benefit tend to spearhead hygiene factor and not employee workforce engagement. The argument advocate that if the compensation level is not enough employees are likely to be disengaged while increasing compensation doesn’t greatly increases workforce engagement. As such, organization offering competitive pay that is a one pay through salary will spearhead workforce engagement. Making Work Meaningful Organization leadership need to ensure that work is made meaningful by selecting right employees for the right job and making sure that employees have the right skills and autonomy for the success of organization and employee’s interests. Managers need to understand that workforce engagement is driven by autonomy, mastery and purpose. According to Zeynap argument, the author indicates that top leading organizations across the globe such as Mercadona and Costco deliver higher profitability per employee whereby the company leaders offer employees above-average wages while advocating the employees to have a greater control of their job (Zeynep 2014, p. 60). Organizations that reduces the cost of labor to save revenue makes employees to become disengaged hence less productivity as the work load increases. Research further showcases that organization leaders make work more meaningful by constructing small teams (Coutu 2013, p. 100). The findings attribute that small teams feel empowered in organization; they have the ability to make decisions more faster hence empowering employee workforce engagement. Fostering Management Organizations need to foster leadership development by developing strong leaders so as to record high level of workforce engagement. It is through investing heavily in management development so as to realize the goal. Managers need to be trained on how to create simple goals for employees that are clear and transparent. A good example is the Google company that uses an agile system for goal setting process thus the OKR process that is so simple and effective (Yarow, 2014). The leadership of the company, Google, allows each individual right from the top management to the lowest to set measurable and ambitious goal and asked to define the key results that tend to monitor the employers and employee’s development. since goals are publicly made and there is transparency for the attainment of the goal right from the top management, workforce engagement records positive results. Company leaders need to train their employees. Trainings that are done regularly contributes towards practices that are highly correlated with the employee’s workforce engagement. Additionally, the manager through coaching needs to have the capacity to understand each employee strength and aligning their strength to a related assignment hence making employees enjoy their assigned duties, thus positive workforce engagement. Establishing Conducive Working Environment Currently, majority of workers are encountering a complicated lifestyle. Research indicates that 68 % of women prefer having more free hours than working hours to raise financials, Professional men prefer advocating more than 50 hours per week in their work schedule, while 80% of men will prefer working as much less as women. (Schor 2014). Having such results, organization top leadership need to advocate for a flexible and supportive work environment that pose positive results in employee’s workforce engagement. Additionally, highly engaged workplace needs to be showcase inclusivity and diversity. Currently, 71% of the organization are trying to foster inclusivity and diversity, and out of the 71 % only 11% of the organization have attained the qualification (Bersin by Deloitte 2014). Research showcase that teams performing in a diverse and inclusion environment outperform their peers by 80% in workforce engagement (New York Times 2014). For the organization to attain inclusion and diversity, the top leadership must overcome personal unconsciousness biases while making efforts to promote people from different backgrounds, ability to listen the employees and showcasing inclusive values that requires top leadership and various management levels. Opportunities for Growth Organization creating opportunities for employee’s growth is proving to be a continuous re-occurring challenge. Organization leaders are expected to develop more opportunities for employees both in informal and formal duties so as to increase employee’s workforce engagement. Such an outcome can be realized through structuring new onboarding and change management that is transitional in management planning while developing organization culture that support employees to further learn new skills so that they can easily be promoted. Such a technique creates employee-employer good relationship hence outstanding workforce engagement. Additionally, organization leaders need to embrace and facilitate the organization internal mobility whereby employees are allowed to try something new after trainings that can be reproductive for the organization. Vision, Purpose, Transparency The three recommended leadership practice includes vision, purpose and transparency towards the realization of an outstanding employee workforce engagement. Organization leaders need to offer missions and purpose that are greater than the financial return hence attracting passionate individuals that would like to contribute for the organization. As such, the organization attains a high level of leadership workforce engagement, having no packages or compensation being issued at all. Based on rapid technological development, firm leaders need to embrace technology by the use of internet and social media for transparency and record keeping to avoid emergence such as conflict or mismanagement of resource and information that can affect employee’s workforce engagement. Conclusion Conclusively, the paper presented a research analysis of workforce employee engagement through organization leadership. The paper has basically demonstrated how leadership impacts employee workforce engagement for the organization development and sustainability. The analysis in leadership workforce engagement through different literature review in this paper will help solve the current challenges that the organizations are facing based on leadership workforce engagement. Basing on the analysis, it is expected that organization leadership positive workforce engagement can easily be attained by giving the employees the liberty to make their daily work much more interesting by creating a conducive working environment. It is worth noting that employees are the key assets for organization hence poor leadership technique pose threat to organization productivity through leadership workforce disengaged. Organization and employees are dependent of each other so as to attain both the organization objectives and employee’s goals concurrently. As such, it is important for the organization leadership to advocate for a working framework that qualifies the interest of both parties rather than being centric-centered for the companies. continuous engagement of leaders and employees in leadership and workforce engagement is of importance in leadership workforce engagement. Additionally, more research needs to be done on identifying some of the unknown factors that affect leadership workforce engagement so that more remedies can be positioned to tackle the challenges. References List Amah, E 2016, ‘Exemplary Leadership and Employee Engagement,’ International Journal of Managerial Studies and Research, vol. 4, no. 2, p. 16-18 Aon, 2013, ‘ Trends in Global Employee Engagement,’ Retrieved from .[Accessed on 1st September, 2016] Ariani, D 2014, ‘Relationship Leadership, Employee Engagement, and Organizational Citizenship Behavior,’ International Journal of Business and Social Research, vol.4, no. 8, p.13 Abbas, A 2014, ‘Employee Engagement and Organizational Commitment,’ International Journal of Business, vol. 19, no.2, p. 1. Bersin by Deloitte 2014, ‘New research reveals diversity & inclusion efforts well-intentioned, but lacking,’ Retrieved from [Accessed on 1st September 2016] Coutu, D 2013, ‘Why Teams Don’t Work: An Interview with J. 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Yarow, J 2014, ‘This is the internal grading system Google uses to grade its employees—and you should use it too,’ Business Insider. Retrieved from . [Accessed on 1st September 2016] Zeynep, T 2014, ‘The Good Jobs Strategy: How Smartest Companies Invests in Employees to Lower Costs and Boosts Profit,’. p. 60. Cambridge, MA: MIT Press. Read More