Business Report Using Information in Human Resources

 

Write a Business Report Using Information in Human Resources.

 

Introduction

Employee engagement is an essential and important issue when it comes to the success of an organization and the enhancement of the performance of employees. If employees feel disengaged then they would not be in a position to give their best and to contribute to the growth and development of the organization as a whole. In respect of enhancing employee engagement the role of the HR deserves special mention. The human resources department should always play an active role in engaging employees in the process of organizational growth and development. Employees are the greatest assets of any organization and the HR has to use this asset in such a way that the organization is thoroughly benefitted. Moreover, it must be said that in order to improve employee performance, enhance employee morale and retain employees it is imperative for the HR to get the employees engaged in the organizational development process in a thorough manner. 

Main Body/Findings

Literature Review”

The body of literature on the issue of concern has showed the importance of the role of HR in enhancing employee engagement and the role of employee engagement in improving and promoting employee performance. Robinson et al. in 2004 have suggested (as cited in Markos & Sridevi, 2010) that employee engagement is “a positive attitude held by the employee towards the organization and its value. An engaged employee is aware of business context, and works with colleagues to improve performance and nurture engagement, which requires a two-way relationship between employer and employee.” In the article, “HR’s Role in Employee Engagement,” Mitchell (2017) has suggested that HR has to play a crucial role in improving employee morale to enhance the level of engagement of employees in the process of organizational growth and development and self growth and development. What Mitchell (2017) has found out is that, on an annual basis disengaged workers cost the US economy approximately $300 billion in lost productivity. Such a loss is quite noticeable and such an issue should be addressed and the problem must be mitigated. What Mitchell (2017) has suggested is that, “Employee engagement corresponds to the level of the staff members’ commitment and connection to the organization they support. High levels of engagement translate to increases in customer satisfaction, employee retention and productivity.” Hence, it can be observed that HR has to play a significant role in making the employees more engaged in the process of ushering organizational growth, development and success.
It must be taken into account that the HR should play an important role in engaging employees and HR professionals must serve as teachers and mentors for leaders within the organization and this role must be played to make sure that the leaders sustain to learn and grow in their leadership and organizational roles. In a learning organization everyone learns and the leaders too. It is the responsibility of the HR to ensure that leaders lead by example so that employees get motivated and eventually get engaged in the organizational developmental process. It is noteworthy that “HR professionals can influence leaders to communicate often with employees – especially when they share stories of their path to leadership and the lessons learned along the way” (Mitchell, 2017). It is not only the employees but the leaders too who must be influenced by the HR to make sure that the leaders deliver their best in engaging and retaining talents. Employee engagement can be enhanced by enhancing the morale of employees, and HR professionals should learn the art of enhancing employee morale by paving the way for them to receive feedback (both positive and negative) on a regular basis. It should be taken into account that when employees start feeling proud of what they are working for and where they are working, their level of performance increases and the degree of their organizational engagement rises along with. Employees have to become good corporate citizens in order to remain engaged in the organizational growth and developmental process and it is in this respect that the HR should help the employees in understanding the importance and value of corporate citizenship and organizational norms, rules, and regulations.
\Mitchell (2017) has found that one way to increase the level of engagement of the employees is to advocate for their cause. It has been observed that whenever HR has succeeded in volunteering for causes that matter to employees, the degree of employee engagement has increased (Mitchell, 2017). By initiating social responsibility performances among the employees, HR can enhance the degree of employee engagement in a thorough manner. It must be noted in this regard that when employees start feeling that the organization they work for is socially responsible they feel proud to be a part of such organization and this feeling of pride eventually paves the way for the increase in the degree of their organizational engagement in the process of organizational growth and development. Mitchell (2017) has also found that compensation plays a crucial role in determining the degree of employee engagement. Good compensation packages play the role of incentive in elevating the level of employees’ organizational engagement. HR professionals must participate in salary and benefits surveys in the market and within the concerned industry to obtain the competitive edge by knowing what kind of benefit and compensation program is liked by the employees and has the potential to draw in talents. What Mitchell (2017) has observed is that, HR should promote the concept of Total Reward Program (TRP) within the organization keeping in mind the fact that employees are motivated both intrinsically and extrinsically. Addition to pays and benefits, employees’ performance must be recognized, they must be awarded and their work/life balance must be supported and sustained. All such efforts on the part of the HR can ensure the rise in the degree and level of employee engagement. 

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In the article, “The Link between Perceived Human Resource Management Practices, Engagement and Employee Behaviour. A Moderated Mediation Model,” Alfes et al. (2013) have stated that, human resource management practices are linked with employee behaviour outcomes, and as this is a proven fact, it should be admitted that HR plays a significant role in determining the degree of employee engagement. To a large extent it is a truth that on the HRM strategies of an organization relies the level of trust and diligence of employees (Alfes et al., 2013). How the HR practices are observed and perceived by the employees determines how the employees are going to react to the organizational policies and strategies. In organizations where HR practices are flawless and appreciable, the degree of employee engagement is higher.
This is primarily due to the fact that HRM practices directly impact on employee performance as it has a link with employee motivation and employee morale. A holistic approach on the part of HR professionals can eventually impact positively on the outlook of employees within an organization and this is because HR professionals are the advocates for the rights of the employees, they represent the employees and they often are the spokesperson for the employees. And if in such an important role the HR professional can establish trust then the positive impact on employee performance and engagement can be thoroughly ensured. Moreover, on organizational citizenship behaviour (OCB) too, the impact of HR practices largely matters. It has been observed that positive OCB and negative OCB both are directly related to the treatment employees receive from the HR. It should be taken into account that from the perspective of organizational support theory it can be said that employees form general beliefs about the extent to which the organization gives value to their contributions to organizational growth and success and to the processes that can ensure employee wellbeing (Alfes et al., 2013). Citing Dulac, Alfes et al. (2013) have suggested that “These beliefs form a frame of reference within which individuals interpret actions taken by the organisation and subsequently adjust their own behaviour accordingly. The nor of reciprocity suggests that employees who perceive that their organisation provides them with a high level of support feel morally obliged to contribute to the organisation.” This moral obligation eventually paves the way for the enhancement in the degree of employee involvement and engagement in the process of organizational growth, development and success. Moreover, perceived organisation support (POS) plays a crucial role in determining the level of employee engagement and as this is a truth, the role of HR becomes more important in terms of engaging the employees in the process of organizational growth and development. POS is often shaped by the behaviour and attitude of the HR. In organizations where HR has proved itself to be the true advocate of employees, it has been seen that employee engagement has increased and employee morale has been boosted. Lower levels of turnover intention and higher level of organizational engagement are the outcome of positive POS, and modern researches have deemed this claim to be undeniable. Alfes et al. (2013) have also claimed that there is empirical evidence to support the fact that there is a direct relationship between POS and employee attitudes and behaviours. But this direct relation is not the only relation that POS has with employee motivation. It has been suggested that POS acts as a moderator in the relationship that exists between the degree and level of employee engagement and organizational citizenship behaviour (OCB) towards the organisation and towards the intention that indulge in turnover. And as the quality of POS is often determined by HR practices, it can be said that, undoubtedly HR plays an important role in enhancing employee morale and the degree of an employee’s engagement in the process of organizational growth, development and success. 
Moreover, in the research paper, “Employee Engagement:
The Key to Improving Performance,” Markos and Sridevi (2010) have linked employee job satisfaction to his/her performance and level of organizational engagement. The authors have suggested that “Employee engagement is a vast construct that touches almost all parts of human resource management facets we know hitherto. If every part of human resources is not addressed in appropriate manner, employees fail to fully engage themselves in their job in the response to such kind of management” (Markos & Sridevi, 2010). Hence, it can be said that on the shoulders of the HR rely the responsibility of enhancing the level of organizational engagement of the employees. Whether employees are going to give their best to the organization’s growth and development process is largely determined the level of their organizational engagement. It is a two-way process – HR should promote the wellbeing of the employees and employees should value this effort of HR by enhancing their level and degree of engagement in the process of organizational growth and development. It should be noted that the more the HR would be able to motivate the employees the greater would be the chances for their engagement in the process of organizational growth and development. Markos and Sridevi (2010) have found that there are several drivers of employee engagement and motivation and among the drivers the support of the HR plays a crucial role. If employees start feeling that the HR department is thoroughly addressing their problems and their grievance then they would become much more reliant on the HR department. Moreover, job design and the quality of work satisfaction also determine the degree of employee engagement. In this respect too, the role of the HR is undeniable primarily because HR plays a significant role in job

designing and job description. 

It must be hence said that there is a direct relationship between HR approach and employee engagement. HR should play a significant role in enhancing the morale of employees and this would eventually pave the way for the enhancement in their degree of organizational engagement. Employee engagement is a two-way process in which both employees and employers must be engaged. And to enhance the engagement of the two concerned parties the role played by the HR deserves special mention. It must be noted that employee engagement is a triangular shaped process which can also be deemed to be a cycle which is pyramidal in shape.

Conclusion and Recommendation 

Employee engagement is an essential and important issue when it comes to the success of an organization and the enhancement of the performance of employees. If employees feel disengaged then they would not be in a position to give their best and to contribute to the growth and development of the organization as a whole. In respect of enhancing employee engagement the role of the HR deserves special mention. The human resources department should always play an active role in engaging employees in the process of organizational growth and development. 

Recommendations:

Enhancing employee motivation: It is recommended that through providing proper support to the employees, HR can motivate employees and this motivation can enhance employee morale and the degree of employee engagement.
Increased focus on teaching and mentoring employees: It must be taken into account that the HR should play an important role in engaging employees and HR professionals must serve as teachers and mentors for leaders within the organization and this role must be played to make sure that the leaders sustain to learn and grow in their leadership and organizational roles. the HR should help the employees in understanding the importance and value of corporate citizenship and organizational norms, rules, and regulations. 
Implementation of Total Reward program: HR should promote the concept of Total Reward Program (TRP) within the organization keeping in mind the fact that employees are motivated both intrinsically and extrinsically. Addition to pays and benefits, employees’ performance must be recognized, they must be awarded and their work/life balance must be supported and sustained. All such efforts on the part of the HR can ensure the rise in the degree and level of employee engagement. A holistic approach on the part of HR professionals can eventually impact positively on the outlook of employees within an organization and this is because HR professionals are the advocates for the rights of the employees, they represent the employees and they often are the spokesperson for the employees. And if in such an important role the HR professional can establish trust then the positive impact on employee performance and engagement can be thoroughly ensured. Moreover, on organizational citizenship behaviour (OCB) too, the impact of HR practices largely matters. It can be said that on the shoulders of the HR rely the responsibility of enhancing the level of organizational engagement of the employees. Whether employees are going to give their best to the organization’s growth and development process is largely determined the level of their organizational engagement. It is a two-way process – HR should promote the wellbeing of the employees and employees should value this effort of HR by enhancing their level and degree of engagement in the process of organizational growth and development. Employees are the greatest assets of any organization and the HR has to use this asset in such a way that the organization is thoroughly benefitted. Moreover, it must be said that in order to improve employee performance, enhance employee morale and retain employees it is imperative for the HR to get the employees engaged in the organizational development process in a thorough manner. 

References

Alfes, K., Shantz, A., Truss, C., & Soane, E. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The International Journal of Human Resource Management, 24 (2). 330-351.
Markos, S., & Sridevi, M.S. (2010). Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12), 89-96. 
Mitchell, B. (2017). HR’s Role in Employee Engagement. Columbia Southern University. Retrieved February 9, 2018, from https://www.columbiasouthern.edu/hr-role-in-employee-engagement

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