Employee Retention : Design Work to Focus on Employee Engagement

 Design Work to Focus on Employee Engagement

The employees involved and the founders of the organization are important partners in each innovation process because they are sources of ideas, they have a responsibility to start or they can reduce unsuccessful creative efforts when they are dissatisfied. “Job creation” is therefore identified as the most important factor in active participation and Innovative Work Behavior (Spiegelaere et al., 2015). Recent research suggests that job creation is one of the most important factors contributing to levels of engagement activities that provide experiences such as diversity, challenge, and the ultimate responsibility for creating high levels of engagement (Shantz et al., 2013). Conditions of work create environments where people can personally engage with their work (Kahn, 1990) and he goes on to say that while people did work that was challenging and varied, they were able to get involved.

Figure 03: The mediating effect of engagement on the job design to performance relationship

Source: Shantz, A., Alfes, K., Truss, C. and Soane, E. (2013)

Hackman and Oldham (1980) point to the existence of five key functional characteristics: job diversity, ownership, value, independence, and responsiveness within tasks helps to build an internal motivation for excellence by involving employees.

Job Design is the process of creating a job and designing a specific job at Toyota as both the size of the job creation includes the scope of work and the depth of the work. The scope of work refers to the number and variety of work performed by a person working for the Toyota Motor Company which are many jobs with a high level of work. In a work with limited scope, the employer must perform fewer tasks and may be the reason for the dissatisfaction of a particular employee. Job depth refers to the freedom of employers to plan and organize their own work. Toyota executives give its employees freedom up to his control or to his limits and they work at your speed and communicate according to your need (UK essays, 2018).

Many organizations are interested in building spiritual workplaces that engage the hearts and minds of their employees to encourage and build high levels of employee engagement (Saks, 2011). The workplace affects work performance and employee satisfaction, such workplace decisions seek to create an investment in the quality of life of employees, the argument that balanced productivity will enable researchers to continue to find links between employee health and workplace features such as indoor air quality, furniture ergonomic, and light (Vischer, 2007). Today more than 70 percent of employees work in an open environment (Phillips et.al, 2016) on this open office concern that will come with privacy and often disrupt it.

 

Remote and flexible performance

Flexible employment policies are generally designed to give employees the ability to choose how much they work, when and where they work and to help them find a satisfying work life balance (Kelliher and Anderson, 2009). In addition, Kelliher and Anderson (2009) emphasize that employees' experience of working at home part of the week and working reduced hours shows a strong work ethic.

The company I work for was relocated a few years ago to an area where public transportation and infrastructure are limited. After the relocation of office space, almost all employees have to deal with many physical, mental and financial problems while planning their daily commute. Workers began to be laid off and productivity declined. In view of this situation, senior executives have announced flexible working hours and homework options by providing interactive tools. After that, the productivity of the workers began to rise and let them manage the balance of their work. As well as the positive attitude of employees leads to the production of new & smarter company ideas. They become more promising employees than ever before.

List of References

• Hackman, J.R., and Oldham, G.R. (1980), Work Redesign, Reading, MA: Addison-Wesley. Accessed  Aug. 2023.

• Kahn, W. A. (1990. Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), P. 692–724. Accessed  Aug. 2023.

• Kelliher, C. And Anderson, D. (2009). Doing More with Less? Flexible Working Practices and the Intensification of Work. Human Relations, 63(1), Pp.83-106. Accessed  Aug. 2023.

Saks, A. (2011). Workplace spirituality and employee engagement. Journal of Management, Spirituality & Religion, 8(4), pp.317-340. Accessed  Aug. 2023.

Shantz, A., Alfes, K., Truss, C. and Soane, E. (2013). The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours. The International Journal of Human Resource Management, 24(13), pp.2608-2627. Accessed  Aug. 2023.

Spiegelaere, S., Gyes, G., Witte, H. and Hootegem, G. (2015). Job design, work engagement and innovative work behavior: A multi-level study on Karasek’s learning hypothesis. management revu, 26(2), pp.123-137. Accessed  Aug. 2023.

• Vischer, J. (2007). The effects of the physical environment on job performance: towards a theoretical model of workspace stress. Stress and Health, 23(3), pp.175-184.

. Accessed  Aug. 2023.