Employee Engagement and Commitment Action Plan - Assignment Example

The paper “Employee Engagement and Commitment Action Plan" is a telling example of an assignment on management. In every work environment, different views are given as regards to the understanding of what employee engagement and commitment are. However, some common subject matters are cited i.e. employees’ satisfaction with their work and pride in their employers, levels to which individuals enjoy and believe in what they do for work, and the opinion that their employers have value for what they do and how they perform within their work settings.

It is important to note that the greater the employees’ engagement, the more likely they are to work harder to deliver excellently on a job performance ranking. Moreover, engaged employees are more committed to staying with their current organizations than moving to another. A survey by Software giant Intuit exposed that highly engaged employees are about 1.3 times more likely to be high performers as opposed to less engaged employees, such high performers are tentatively 5 times less likely to voluntarily depart companies in which they work (Ramsey and Finney 18).

Employees’ engagement and commitment can potentially translate into valuable business outcomes to the Clinic. Diverse measurement techniques for the levels of engagement and commitments have been devised to include ingredients i.e. the degree of employees’ engagements in their job, and how much employees are a commitment to their employers and functions. Job engagement by workers involves personal engagement levels (where workers fully occupy themselves in a physical, intellectual and emotional manner); while at a personal disengagement level, employees uncouple themselves and are seen to pull out from their roles (William 692).

Measurement of employees’ engagement Employers are able to assess their employees’ engagement levels using institution-wide attitude or opinion surveys. Engagement can, therefore, be accessed through the determination of employees’ pride in the employers, satisfaction levels with the employers, job satisfaction levels, good performances at challenging work situations, recognition and positive feedback for one’s contributions, support from personal supervisors, attempts made above and beyond the minimum expectations, better understanding of the relations between a job and an organization’s mission, a vision for the future growth with an employer, and intentions to be with only one employer.

Relations between Employer Practice and Employee Engagement Employers’ practices i.e. job and task design, recruitment criterion, selection process, training and education, compensation, performance management and career development as per organizations’ strategies are very important. Work performance and engagement interact to produce the business result. The managers of the Clinic under scrutiny have to ensure that they are able to engage their workers and benefit from that engagement by investing in the human resource practices; considering potential returns by devoting resources to the human resource practices with potential of generating good results; and weighing the level of engagement and commitment recommended by the organization and its cost.

Employers are always expected to increase their employees’ engagement through enriching their provided jobs by imbuing them with variety, autonomy, co-worker support and meaningfulness. The management should also demonstrate reciprocity by providing opportunities to employees for their personal developments in knowledge, skills, experience, and expertise to increase self-efficacy, self-esteem and employer commitment. Factors to be considered in ensuring engaged employees in an organization. a. Employee recruitment process Employees’ recruitment for engagement and commitment should be enhanced through looking for qualified applicants with the ability to find the work interesting and challenging and stimulate their candidates’ commitment to the firm by reinstating possibilities of promotions.b. Employee Selection process During the selection process, clinic’s selection team should be aware of the fact that employee engagement is enhanced by selecting the right person for the right job, and presenting selection problems that are most relevant to the job at hand. c. Training and development Employees’ engagement within the Clinic can be increased by coming up with orientations depicting employee-employer exchange relationship; initiating skill development projects to enhance employee performance, satisfaction and self-efficacy; set up training that encourages prescribed and voluntary performance; and being committed to the reciprocity of employees’ performances. d. Strategic Compensation The mode of compensation for the Clinic’s employees should involve equitable exchange, pay-for-performance, competency-based pay, competitive pay, equitable exchange, flexible benefits and perks, and retirement and seniority-graded pay plans.

These strategies will improve work commitments by all employees.Conclusion Engaged employees are fundamental to organizations since they facilitate achievement of the mission, execution of strategies, and generation of beneficial business results. Clinic’s view of engagement, strategies and workforce composition should be reaffirmed to ensure that the right people are assigned the right jobs and motivated.