3Leadership and Workforce engagement
Essay on how leadership poses a challenge to workforce engagement
Many at times, many organizations formulate strategies which may fail on execution in the market. Besides, there are also various organizations that, though having long term loyal customers, customers mysteriously stop buying from them. There are a number of factors that contribute to these problems, such as economic crises, poor leadership in management, and poor communication among others. However, there are other organizations, that inspite of all these problems, continue to enjoy exceptionally greater success levels. It is a well-known well fact that most of these organizations succeed because of an element in an organization known as Employee engagement (Saran, 2014).
The term Workforce engagement alludes to an individual’s contribution and fulfillment with also as energy for work (Pandita and Bedarkar, 2015). Workforce Engagement portrays the personal inclusion with and structure of the work experience. At the point when employees are locked in or engaged, they are candidly associated with others and intellectually cautious to the heading of the group (Vestal, 2012).Engagement happens when organization’s employees recognize what’s in store, have the assets to finish their work, take part in open doors for development and criticism, and feel that they contribute altogether to the association.
In the modern business world, there is need for leaders and leadership. According to Van Fleet, Leadership involves shaping other people’s behaviour through influence. In order to solve most of the problems facing organizations, leaders are always called in to act as a remedy (Ford and Harding, 2011). Participative forms of leadership ensure that leaders engage their followers in all respects. This essay therefore focuses on how leadership helps in solving workforce related problems.
Factors leading to employee engagement
Research has shown that there are a number of factors that contribute to employee engagement (Chandani et al., 2016). Some of these factors include employee training and development, Employee remuneration, and employee recognition among others.
Employee training and development impacts engagement for workers and holding the most gifted and resourceful employees and giving chances to self-improvement (Rahman and Nas, 2013). Workers need to feel that the center qualities for which their organizations stand are clear. Upward versatility of staff can be upgraded through training of staff. There are two broadly communicated, however completely contradicted, points of view on the connection between employee training what’s more, employee turnover (Rahman and Nas, 2013). From one perspective is the contention that employee training enhances personal commitment to the organization on the part of an employee, making them less inclined to leave deliberately than they would if no training were offered. The option view holds that employee training makes individuals more employable and subsequently more prone to leave with a specific end goal to build up their professions somewhere else. But amidst these contradicting views regarding employee training and development, it is worth noting that employee training and development enhances greater levels of engagement (U and W, 2015).
Employee remuneration is one of the factors affecting employee engagement but whose literature is subject to debate, particularly regarding the relationship between pay levels and employee turnover (Vestal, 2012). Consequently, from one viewpoint there is confirmation to demonstrate that, by and large, businesses who offer the most alluring prize bundles or packages have lower employee turnover rates than organizations that pay inadequately. The accord among analysts having some expertise in engagement and employee retention issues is that remuneration or compensation has a part to play as a satisfier, yet that it won’t typically have an impact when different elements are pushing an individual towards stopping. Raising pay levels may hence bring about more prominent occupation fulfillment where individuals are now content with their work; however it won’t prevent troubled employees from taking off. Compensation along these lines must be supplemented by different elements to enhance employee or workforce engagement (Vestal, 2012).
Another factor that affects employee engagement is employee recognition, which is only achieved through effective and exceptional leadership (Chandani et al., 2016). A considerable lot of the workplace components are specifically influenced by the nature of leadership in place. Leaders have the impact, capability and energy to foster larger amounts of engagement, not just in maybe a couple ranges, in any case, in all parts of an organizational setup. Additionally, associations need solid frameworks and systems that promote and cultivate employee engagement. Employees will feel recognized and appreciated when leaders take up to the task of involving them in day to day decision making activities of the organization (Chandani et al., 2016).
Leaders are people or individuals in an organizational setup who are mandated with the responsibility of setting the tone of an organization. According to Davies (2008), leadership refers to the process of an individual influencing others with an aim of achieving a common goal. Organizational goals are achieved only through effective leadership. Whereas mangers in an organization are known to bring in order and element of consistency, leaders are known to trigger change and motivate their employees through engagement, which cultivates a culture of self-belonging in an organizational setup. Developing a strong relationship between a leader and the followers requires that the leader personally appreciates individuals in an organization who are willing to channel in their energy, resources and talents inorder to achieve shared organizational objectives.
Leadership and employee engagement
The effectiveness and success of an organization is majorly impacted by leaders through their followers (Xu and Cooper Thomas, 2011). It is paroumount that employees are engaged in an organization. As a matter of fact, leaders can extremely have powerful impact on employees who are engaging within an organizational setup. However, the transactional form of leadership when used tends to limit leaders because leaders are forced to use behaviours which are reward based inorder to attain exceptionally higher performance from the employees, a move with short term effects. Leaders are required to engage their followers in all respects of their organizational undertakings. Transformational leadership is defined as the process through which people, leaders and followers engage one another therefore raising each other to exceptionally higher morality and motivation levels. Therefore, transformational leadership is the best known style that fosters workforce engagement (Xu and Cooper Thomas, 2011).
References and there relevance
To clearly argue on the subject matter, references on leadership and workforce engagement have been used. These references are regarded as relevant because there is need to understand what leadership is, what traits leaders are supposed to have in an organization and how leadership influences workforce engagement. This therefore forms the basis of why the selected references have been reviewed in the essay.
Employee engagement is one of the most important factors in an organizational setup that enhances retention and improves employee performance, and in the long run, leads to achievement of organizational objectives (Nasomboon, 2014). However, proper workforce or employee engagement can only be achieved if leadership in an organization is strengthened and is made inclusive. This therefore calls for the adoption of participative and transformational forms of leadership where leaders and their followers get engaged and together work towards the attainment and achievement of organizational goals.
Chandani, A., Mehta, M., Mall, A. and Khokhar, V. (2016) ‘Employee engagement: A review paper on factors affecting employee engagement’, Indian Journal of Science and Technology, 9(15).
Davies, B. (2008) ‘Leadership: Theory and practice20081Peter G. Northouse. Leadership: Theory and practice. Thousand Oaks, CA: Sage 2007. , ISBN: 978‐1‐4129‐4161‐7 4th ed’, International Journal of Educational Management, 22(7), pp. 710–710.
Ford, J. and Harding, N. (2011) ‘The impossibility of the “true self” of authentic leadership’, Leadership, 7(4), pp. 463–479.
Nasomboon, B. (2014) ‘The relationship among leadership commitment, organizational performance, and employee engagement’, International Business Research, 7(9).
Pandita, D. and Bedarkar, M. (2015) ‘Factors affecting employee performance: A conceptual study on the drivers of employee engagement’, Prabandhan: Indian Journal of Management, 8(7), p. 29.
Rahman, W. and Nas, Z. (2013) ‘Employee development and turnover intention: Theory validation’, European Journal of Training and Development, 37(6), pp. 564–579.
Saran, S. (2014) ‘Employee engagement: Leveraging strengths and underpinning weaknesses (identifying the factors underlying employee engagement levels in an organization)’, Journal of Human Resource Management, 2(3), p. 47
U, A. and W, P. (2015) ‘Diving deep in employee training to understand employee engagement’, Business and Economics Journal, 07(01).
Vestal, K. (2012) ‘Which matters: Employee satisfaction or employee engagement?’, Nurse Leader, 10(6), pp. 10–11.
Xu, J. and Cooper Thomas, H. (2011) ‘How can leaders achieve high employee engagement?’, Leadership & Organization Development Journal, 32(4), pp. 399–416.