Trm Project

8/2/2019 Trm Project

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Employee engagementPractices in service sector

By:- Sidhanta DasRashmita


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Employee engagementwhat is it?

The extent to which employees are emotionally andrationally involved, motivated by, and committed to

their work and organization. High engagement

levels positively affect performance, productivity, and

retention.Involvement

Motivation

Commitment PERFORMANCE

PRODUCTIVITY

RETENTION


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objectives of employeeengagement

To reduce the turnover ratio.

To increase productivity.

To increase profitability.

To satisfy employees needs and demands.

To provide a culture that keeps the employeesloyal to the organization.

To promote a culture of team spirit,togetherness and friendliness within theorganization. 3


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Drivers of employeeengagement

Employee perception of job importance.

Employee clarity of job expectation.

Career advancement/improvement

opportunities.

Regular feedback and dialogue with superiors.

Quality of working, relationship with peers,

superiors and subordinate. Perceptions of the ethics and values of the

Organization. 4


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Contd

Effective Internal Employee communication.

Rewards to engage.

A workplace with involvement.

Pride in work.

A sense of community.

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roles

Job holder role.

Team member role.

Entrepreneur role.

Career role.

Organization member role.

Employee engagement is defined by these roles

and it explains the reasons why peopleengage in certain roles and not in the others.

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Literature review

Work Environment, Service Climate, and Customer Satisfaction:Examining

Theoretical and Empirical Connections

Review of service quality literature shows that there is a need fororganizations to create and maintain a climate

for service in order for employees to effectively deliver excellent service In the case of service climate, the criterion is customer satisfaction .

Employees are more likely to deliver excellent service to customers whenthe organization expects and rewards such behavior

and establishes practices that facilitate service delivery. Even though

there ismuch discussion on this topic, there is very little research investigating theeffectiveness of management practices

designed to enhance service delivery.7


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Leadership, Emotional Intelligence, and WorkEngagement

: A Literature Review.

Emotional intelligence and workengagement are two contemporaryconcepts that that have led to a burgeoning body of knowledge.

While many definitions of emotional intelligence exist, all center on a mixof emotional and cognitive abilities. Workengagement can be generallydescribed as an individual's level of involvement with their work.

Several reasons for the increasing popularity of these concepts revolvearound the argument that both have the potential to positively impactorganizational performance.

This review provides a critical perspective of the literature related to thehistorical underpinnings, key constructs, measuring instruments,performance results, and controversies associated with both concepts.

The review also provides an argument for future research to betterunderstand if a relationship between leader emotional intelligenceand workengagement exists, and how developing an understanding ofthis relationship may lead to leadership and organizational performanceimprovements.

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Measuring and Managing EmployeeWorkEngagement: A Review of

the Research and BusinessLiterature.

High levels of workengagement are when employees are involved with,committed to, enthusiastic, and passionate about their work.

This article provides a review ofthe literature on employeeengagement, based on studies fromacademic and business sources. Areas of focus include defining the

concept of employeeworkengagement, how it is measured, how often itoccurs, the costs of disengagement, the business benefits linked topositive engagement, and how workplaces can be changed toencourage engagement.

The findings indicate that workengagement can be improved throughadopting certain workplace behavioral health practices that address

supervisory communication, job design, resource support, workingconditions, corporate culture, and leadership style. Also featured areseveral case studies from employers who measure anduse employeeengagement data to improve their work culture,retain employees, and increase business financial success.Implications

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Categories of employeeengagement.

Engaged employees

Not engaged employees.

Actively Disengaged.

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Employee engagementpractices

Celebrating birthdays.

Picnic at regular intervals.

Employee feedback.

Problem solving committee.

Conducting soft skill trainings.

Communication.

Monthly staff award.

Annual staff award.11


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Contd

Praise from immediate manager.

Leadership attention.

Chance to lead projects.

Caring about employee needs andsatisfaction.

Health and safety.

Family friendliness.

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Advantages

Normally perform better and more motivated.

There is a link between employeeengagement and profitability.

Will stay with the company. Increases employee trust in the organization.

Creates sense of loyalty in a competitive

environment. Makes the employees effective brand

ambassadors. 13


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thankyou

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