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Greg Smith Business Know How

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According to Greg Smith of ‘Business Know How’ (2017), it costs a company on average $7000-$14,000 to replace and train employees. Without employee engagement, in my opinion, a company could not succeed. Employees that are engaged are more likely to go all out for the company, doing their job to the best of their ability. According to Margaret Jacoby (Huffington Post 2016), there are six attributable signs of an engaged employee: There is a trust between company and employee. This is accomplished by little to know micro-managing, and listening to suggestions of employees. When a company can accomplish that mutual trust, employees will need little direction in accomplishing tasks in their position. 1) Leadership. An engaged employee will show …show more content…

Smith claims that the PRIDE system will attract, retain and improve employee productivity. “PRIDE”: P – Keep the work environment positive. Think about it, most of us have had a boss at one time that was just rude and mean to employees, employee turnover was high, and morale was low. If the environment is a positive one employees are much happier, and tend to stay with the company much longer. Having a positive work environment will attract new employees, through word of mouth. R – Reward employees for hard work, and positive attitude. This could be having a weekly lunch for the employees, bonus checks, or extra time off for a job well done. This goes along side of offering a good benefits package that includes insurance, regular pay increase ( following federal regulations in some cases), free gym memberships, and other many other possible benefits. I - Involve employees with decision making. Involving employees with decisions within their position is one way in which to make the employee fell needed and …show more content…

The more an employee is engaged, the better they are going to perform. Measuring can be done by using a quarterly, or yearly review of the employee. Employee reviews should be done by managers, and/or supervisors, because these positions are going to know the employee’s performance the best. Some of the things I would ask myself as a manager is, does the employee fit in with the others in the university, are they dependable, do they come up with new ideas of making things better for the university? If the answer to those questions are yes, it is a good indication that that employee is

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The most performing organizations are those with a high grade of employee engagement as opposed to those with whose employee engagement levels are depressed. With lower levels of employee engagement, the success of the organization is at risk. Such groups are associated with low-quality services, goal achievements as well as the efforts, thus making difficult to thrive in a competitive business environment. Through the provision of components such as employee’s enjoyment and appreciating their beliefs and efforts organizations have a chance to improve their employee participation levels from small, too high (Fronstin, Sepulveda, & Roebuck,

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Employees are engaged when they find positive, meaningful relations and motivation in their work and are supportive by management while working in an efficient environment; job engagement inheres to, good management, effective communication, and focused development; when very satisfied and productive, employees scores are high, and they are more likely to remain with the organization; as a result, the use of employee engagement scores can inhere to good long-term successful outcomes within the organization. (Simon, Jan-Mar 2011). With the link between organization strategy and outcome, performance management ensures the organization get the full performance needed from its employee (Flynn, Mathis., Jackson & Valentine, 2015). This is done by fostering employee engagement through the increase of performance; for example, when an employees job has a meaningful relations, fostered employee engagement leads to higher performance.

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Contents Terms of Reference 2 Procedure 2 Findings 3 Current Structure 3 New Structure 4 Employee Relationships 4 Instructing Staff 5 Contingency Variables 5 Conclusion 6 Recommendations 6 References 7 Appendix A 8 Terms of Reference I am a HNC business student. I am writing this report as part of my course. This assessment covers outcome 4 of the Managing People and Organizations' class.

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Another thing to focus on is employee engagement. This refers to their state of mind when relating to their work performance, and the biggest measure of this is behavior. Employees who are disengaged have lower productivity rates, feel dissatisfaction with their role, lower work quality, and can have bad attitudes. Overall, a disengaged employee will hurt the company, not benefit. I feel that the biggest way to fix a disengaged employee is to prevent this from happening if possible.

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➢ Clarify roles and reinforce rules ➢ Create positive, motivating, innovative and creative environment ➢ Create a friendly and supportive environment ➢ Show responsiveness ➢ Celebrate success (large or small) ➢ See “failure” as a learning opportunity ➢ Show adaptability and

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o Display courtesy, sensitivity, consideration and compassion for people and animals c) Provide safe and community like environment for all employees and partners. Our employees and partners are the most valuable assets. We must provide them with the most welcoming and work-friendly environment as

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For example, if many employees struggle with product knowledge, I can use that as an indicator to include more training on that specific category. Additionally, expectations can be made for employees through the data collected within the performance appraisals. d) In order to make sure that employees are properly compensated for their work and are recognized for it, I would use not only performance-based pay, but also non-monetary benefits for exceptional performance. By providing a commission-based pay structure for employees, it can provide incentives for employees to make more sales; however, it can result in employees being pushy with sales, and the creation of a cutthroat work environment.

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140) Having a productive staff is what all employers should want, but sometimes they don’t know how to get it. When employees are engaged they want to actually come to work because they feel emotionally connected with others in the workplace and they find their work meaningful.

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Aside from an increase on health care expenditures used up by employees because of stress, disengagement is costly because disengaged workers had 37% higher absenteeism, 49% more accidents, and 60% more errors and defects. In organizations with low employee engagement scores, they experienced 18% lower productivity, 16% lower profitability, 37% lower job growth, and 65% lower share price over time. Importantly, businesses with highly engaged employees enjoyed 100% more job applications. Happy people are more satisfied with their jobs and report having greater autonomy in their duties (Boehm & Lyubomirsky,

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2. Encouraging employees to solve problems instead of avoiding

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Devising company policies to reward, train and incentivize workers universally would be essential towards having an engaged workforce, which will translate to greater customer satisfaction and company returns in the long

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ii. Empowerment through involvement, in this case management gain through reflecting on employees’ experiences, ideas, and suggestions, for example team briefings. iii. Empowerment through commitment that leads to increased commitment to goals and employee job satisfaction, for example, profit sharing schemes and job rotation. iv.

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