Employee Engagement: Policies Adopted and its Benefits - Lab Report Example

This strategy is referred to as employee engagement. CIPD (2009, p.1) defines employee engagement (EE) as giving an environment to employees where they could establish a relationship with their co-workers, job, and employers. Employees have a clear understanding on the corporate’s mission, vision, and culture that allow them to create commitment. The main thrust of this paper is to explain the policies adopted by most companies in creating employee engagement. Moreover, it aims to analyse the most advantageous between the employee and employer in adopting these policies. 2.0 Policies Adopted by Organisations Organisations often focus on the area of employee satisfaction, but the identified cases that drive the engagement of employees are the leadership system of the company, engaging managers, employee voice, and integrity.

Leadership enables the employer to explain the mission statement of the company, and the employee’s contribution in achieving it. Moreover, managers are encouraging employees to perform their job efficiently and effectively without unfair treatment and biased judgment. Communication is the central point of employee’s voice wherein staff have a chance to voice out their concerns without fear. As part of empowering employees, employers listen to their opinions. Lastly, integrity is the values shaping the organisation that manifests the trustworthiness of employers, which is followed by employees (Acas, 2010).

In creating an engaging environment, most companies concentrate on the recruitment, selection, and induction area. This strategy aims to decrease “employee’s turnover” (Ongori, 2007, p.049). Companies desire to prevent employees from leaving the organisation. They are motivated to retain productive, efficient, and effective employees because of the central point: profit. Thus, when the employee’s satisfaction is high, there is a small probability of employee turnover. Moreover, companies invest in pay and reward system.

Reward system through recognition increases the “sense of the organisation’s appreciation and support” to employees. However, monetary rewards employed by other companies have not increased employee’s commitment (Carpenter & Wyman, 2007, p.7). Currently, companies are investing on nonfinancial method of motivating employees. According to the survey conducted by Dewhurst, et al. (2009), nonfinancial motivators produce long term engagement than financial incentives due to the cost cutting of companies that decreases the employee’s morale.

This is applicable to employees who are satisfied with their salary. Furthermore, equality and equity are promoted by employers to display corporate values. Equity involves the fair treatment of management to all employees while equity is synonymous to equity, but it focuses on rewards that are based on their contributions (Hewitt, 2011, p.12). In addition, internal communication is used to inform employees of the procedures involved in discipline and grievance. The fairness of employers and managers relies on how they treat and apply disciplinary actions. 3.0 Who Gains Most?

Employers and employees have a tacit agreement that entails their obligations in exchange of service and money (Shore & Barksdale, 1998). The employment relationship has different goals and objectives set that