psychological need. This is also being associated with the intrinsic motivation and flow of the process.
In order to strengthen the claim, it has to be supported by evidences of hardcore data that specificifically details the individual employees generations they belong. The demographic characteristics have been found to be important as they have an influence to employee engagement that delivers knowledge of demographic trends within the labor force (Buttner, Lowe, & Billings-Harris, 2012). The challenge for the management to involve younger workers is through monetary compensation. Studies have shown that younger workers easily leave their organizations for lack of economic reparation even if the occupation is consistent with their needs and desires (Butler, Brennan-Ing, Wardamasky, & Ashley, 2014). The great deal with Millenials is the unwillingness to make personal detriments for a career and then nature of becoming less loyal to their organizations are uprising (Festing & Schafer, 2014). Baby Boomers on the other hand are less susceptible for monetary reward and more to processes and loyalty to their organization (Saber, 2013). The trick is for business leaders to engage Baby Boomers by warranting a long-term contract and a process-oriented organization where they nature normally sets-in (Saber, 2013). The current trend is that Millennials are more likely to resign when they feel that there is no opportunity for promotion or increases in pay within the organization, The challenge for HR practitioners now is to consider dismissal or disengagement strategies as soon as they feel that it is not worth the investment of hirirng them, it is an advantage for their organizations to dismiss a Millennial rather than a Baby Boomer (Hayes, 2015).
The global economy and the ups and downs has changed the face the way business is now running (McCuiston & DeLucenay, 2010). Employee engagement is a great deal to both the employee as well as the organization. The downside now is the ability of the employees to use contract agreement provisions to hamper the attainment of the organizational goals and objectives. Management’s approach to control employee engagement strategies is a new strategy among organizations.
HR policies and procedures, legal and statutory requirements is now a perceived organizational support (POS). It helps to influence and guide the process efficiently. The HR hiring practices, flextime, work-life balance policies, satisfaction management and safety issues to the company policies and procedure should incorporated create a culture of engagement at workplace (Anitha, 2014). HR systems need to be well linked and aligned with other managerial practices when dealing with employees (Trehan ; Setia, 2014), Employee engagement is crucial for hiring process where job-matched should be maximized, it involves dealing with employees by thorough selection, competency assessment, on-boarding up to the time he leave the organization (Schneider, 2009).
The call for a stable and sustainable employee engagement is best described by Work-life balance. Richman, et, al., (2008) describe it as a wide sense of factors to a satisfactory level of involvement or suitable between the many roles in a person’s life and meeting the goal of any organization. Although a flexible time schedule permits the employees to decide on their own on the start and finish of the assigned task, it still provides a certain number of hours to work. The outcome of positive correlation that linked to flextime and work-life balance and employee engagement exist and is visible in weight of the performance. Satisfaction management that sets meaningful goals and builds employer-employee trust acts catalyst in a form of holistic approach that enhances employee engagement (Mone, 2010).
Employees also consider the sense of being appreciated that normally transpire to feel connected to and to be able to identify the employees part in the organization. Aspiration of employees acccording to Belle, Burley, and Long (2014), is in place when they feel acknowledged, valued, and included in the organizational decision-making process. The new practice indicated that employees who have a drive for empowerment are those that were more aware of the procedures. Organizations that invested for a healthy and favorable workplace environment are much more sustainable than their competition (Schramm et al., 2013). Osborne & Hammoud, (2017) strongly suggested that leaders of the organzation must foster employees all-inclusively to make sure employee engagement for a more harmonious work environment.
Cooper-Thomas, et. al (2014) established that realized expectations and frequent satisfaction appraisals can increase employee involvement and cooperation. One of the weaknesses found is the insufficiency of resources that lead organizations to consider more about cost reductions and increasing productivity and efficiency. The way of simplifying and reducing diviation in processes can significantly reduce cost over time as it directly affects the process to improvement (Emrouznejad, Anouze, & Thanassoulis, 2010); coming from this realization, an organization must endure to introduce processes that enhance employee engagement. McCuiston and DeLucenay (2010) suggest that making a shortcut in the process to be cost effective is not always successful.
Employee engagement has evolved as one of the primary challenges in today’s workplace. Mishra, Boynton, ; Mishra, (2014) predicted that organizations in the future will continuously be challenged with concerns for involvedness and stringent regulations in many organizations. Based on the said aspect, engagement is an indispensable component in maintaining the organization’s vitality, survival, and profitability that challenges management. (Albercht et. al, 2015; Breevaart et al., 2013; Farndale & Murrer, 2015). Organizations that have exceedingly engaged employees have greater profits than those that do not (Society for Human Resource Management SHRM, 2014). The benefits of improved customer satisfaction, profits, and employee productivity is experienced by organizations with highly engaged employees (Ahmetoglu, Harding, Akhtar, & Chamorro-Premuzic, 2015; Carter, 2015; Cooper-Thomas et al., 2014; Vandenabeele, 2014).
Cascading the line, leaders have the authentic influence in harnessing engagement of employees (Nicholas & Erakovich, 2013). Harmonizing moral perceptions with relational relationships can create a healthy leadership- employee relationship Osborne & Hammoud, (2017).. Employee engagement, an offshoot of leadership, is improved when the leader has a direct relationship with employees (Lowe, 2012). The true essense of work

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