What’s Not Good for Employee Engagement?

Employee engagement has always been a main concern of organizations. Employee trusts in administrations and commitment to the organization have been seeking downfall since decades. The commitment and trust are essential for a high corporate and individual performance. Very few organizations have managed to dodge this downfall and built their enterprise respectable for the human spirit. Employees Engagement Do you have any idea how they do it? Let’s start with the basics of what does not work. Extrinsic or other incentive rewards, promises of nice titles and offices, bonus schemes to individuals, this creates a transactional relationship. Indeed, there lies a great deal of evidence, which using such incentives for individuals usually results in poor teamwork, creates self-interest, diminishes commitment and lowers trust. Instead, a sense of responsibility, real purpose, caring, fairness, authenticity, and meaning is proven to increase the commitment in employees, resulting in an increase in employee engagement. There are some principles, that nevertheless are common to organizations that bring about the commitment from all those who work for them.

No Copying Please…

Many organizations tend to force their employees, to schedule and work according to the pattern of other companies, which is very wrong. In fact, in most cases, your rivals don’t really know what is probably working for them or failing. Apparently, their whole site could be a result of varied committee opinions. Always have a data-driven approach that can work as a catalyst and help you towards striving incorrect direction of growth and development. Eventually, it will also enhance the value of employee engagement in your organization.

Rethinking the Basics

Everything starts with the CEO. The chief must articulate and believe in a higher ambition. It should always be deeper than the money making mentality for managers and shareholders. A high purpose of ambition must enunciate some profound contribution to the world so employees can give in their collective efforts after getting motivated by this gesture to make a difference. To inspire behavioral changes, a higher ambition should be present much more than just an inspirational matter of statement. The changes must be performed by top executives as certified in their employee management design, behavior, practices, and human resource policies. Without a set of practices and policies, which contemplates human values of responsibility, trust, love, authenticity, and fairness, an organization has the name but surely not the game.

Rethinking the Secondary Basics

Organizations with a commitment from their workforce are dedicated to a high organizational and individual performance, rather than simply copying the manners from rivals and other organizations. They establish standards of performance and behavior and hold people and employees accountable for them. They select, identify, recruit, evaluate, terminate, and promote employees based on their aspects of alignment with organizational values and purpose. Employee engagement is a must. Although they value competent and bright people and always try to recruit the best in their respective field, their selection and recruitment process commences with individual character’s assessment and their alignment with organizational values and purposes. Managers are developed, evaluated, and trained to lead employees in accordance with the human values of top administrative espouses. The executives and managers whose leadership is not consistent with corporate values and purpose are often asked to leave.

Diana Coker
Diana Coker is a staff writer at The HR Digest, based in New York. She also reports for brands like Technowize. Diana covers HR news, corporate culture, employee benefits, compensation, and leadership. She loves writing HR success stories of individuals who inspire the world. She’s keen on political science and entertains her readers by covering usual workplace tactics.

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