Employee Engagement and Rewords

 

Reward strategy is a declaration of intent that defines what the organization wants to do in the longer term to develop and implement reward policies, practices and processes that will further the achievement of its business goals and meet the needs of its stakeholders (Armstong,2006).

I’m working for an international food chain company and as a policy, the organization always reword and recognized the employees when achieve the organizational long and short term goals. And this made the staff members to actively involve and give their best in order to achieve the organizational objectives. And at the same time Employees in my organization feels they are able to voice their ideas and be listened to, both about how they do their job and in decision-making in their own department, with joint sharing of problems and challenges and a commitment to arrive at joint solutions.

And further that Reward management is concerned with the formulation and implementation of strategies and policies, the purposes of which are to reward people fairly, equitably and consistently in accordance with their value to the organization and thus help the organization to achieve its strategic goals. (Armstrong, 2006).

During the pandemic period some senior staff members were contributed vastly for the operation when the outlets are struggle to function with lack of staff. By doing that they have worked consecutively without tacking day offs. Organization has recognized and reworded those who have contributed to the organization during the situation.  

Employee Engagement.

Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organization. It is also about creating an environment where employees are motivated to want to connect with their work and really care about doing a good job (Kelly,205).

In the outlets employees are motivated by making their work meaningful.  Staff members who are nearing retirement are more engaged in their work and they support the younger generation staff.  They not only perform well, but also they feel that the organization has recognized them.

Levels of engagement matter because employee engagement can correlate with performance. Even more significantly, there is evidence that improving engagement correlates with improving performance Mackleod (2009).

As a practice in the organization that I’m working in, always encourages the broth way communication from top management to crew member’s.  similarly, individual’s knowledge and experiences shear at all levels and this helps to improve the organization performance at all levels.

Employee engagement is an organizations liveware.  Respect, trust and performance are the basement of employee engagement (Davila, 2014).  Employee engagement is the willingness and ability to assist the organization to achieve their objective and be a part of the organizations success (Markos, 2010). 

In the outlets employees are motivated by making their work meaningful.  Staff members who are nearing retirement are more engaged in their work and they support the younger generation staff.  They not only perform well, but also they feel that the organization has recognized them.

A broad-brush reward strategy may commit the organization to the pursuit of a total rewards policy. The basic aim might be to achieve an appropriate balance between financial and non-financial rewards. A further aim could be to use other approaches to the development of the employment relationship and the work environment, which will enhance commitment and engagement and provide more This theory was developed by Porter and Lawler (2000) Figure 1.0 which follows Vroom’s ideas by suggesting that there are two factors determining the effort people put into their jobs:

1. How much does the employee value various possible Rewards?

2. What are the probabilities, in his opinion, that a high degree of effort on his part will lead to the rewards he wants?

Figure 1.0 Role of attitude other than satisfaction in performance.

 Source: (Porter and Lawler,2000)

Similarly, in my organization greater the value of a set of awards and the higher the probability that receiving each of these rewards depends upon effort, the greater the effort that will be put forth in given situations.

 Video: 01: Linking Rewords Systems to Employee Engagement

 Source: (WorldatworkTV,2011)

 

References:

Davila N. and W. Pina-Ramirez (2014), What Drives Employee Engagement? It’s All About the “I” (online), available on: https://www.td.org/magazines/the-public-manager/what-drives-employee-engagement-its-all-about-the-i cited on 23st April 2021.

Kelly, J. (2005) Social partnership agreements in Britain. In M.Stuart and M.Martinez Lucio (eds) Partnership and Modernisation in Employment Relations. London: Routledge: p188­209.

Macleod D. (2009), Employee Engagement (online), available on: https://www.managers.org.uk/knowledge-and-insights/resource/employee-engagement/ cited on 017^st April 2021.

Markos S. and Sridevi M. S. (2010), Employee Engagement: The Key to Improving Performance (online), available on http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.466.1591&rep=rep1&type=pdf cited on 23^th March 2021.

Porter, L W, Steers, R, Mowday, R and Boulian, III (2000) What job attitudes tell about Motivation, Journal of Applied Psychology, 59, pp 122-123.