10Cs and Employee Engagement

 

Employee engagement is rapidly becoming one of the most important indicators of job satisfaction. Employees nowadays want more than just a 9-to-5 job. They want to be involved in their work, passionate about the organization for which they work, and dedicated to their coworkers.

Employee engagement has been defined by academic researchers as "the harnessing of organization members' selves to their work roles." During role performances, people employ and express themselves physically, cognitively, and emotionally. (Kahn,1990).

Shaw (2005) defined Employee engagement is defined as the transformation of employee potential into employee performance and business accomplishment. This entails altering how employees perform by utilizing the tools in the arsenal of internal communication professionals.

Employee engagement is defined as employees' dedication, passion, and commitment, as well as effective leadership skills with top management commitment. Human resource leadership involves employees believing in their company and expanding that positive morale throughout the organization. Ambler (2007) has listed 10 C’s of employee engagement and that can be summarized as follows.

  

                                   Figure 1 : 10 C's of employee engagement (Source : Online) 

Connect: Leaders should always demonstrate and communicate their appreciation for their employees. Employee engagement will only occur if employees have a positive and strong relationship with their boss. Employee engagement will not occur if they have a bad view toward their boss or believe that the boss has a negative attitude toward them. 

Career: Management and leaders should provide their employees with work that is both challenging and meaningful. They should also provide opportunities for advancement in one's career. Most people enjoy the prospect of a new challenge or job title. Management, for example, should set goals that lead to career advancement and high rewards. If such opportunities do not exist for some people,

Clarity: Leaders must communicate a clear vision to their followers. Communication is essential in any relationship. The more clear a leader or manager is about what they want from an employee as well as the big picture of how that job affects the company, the better. If 11 employee does not have a real direction of not only their job but also the company's goal and the big picture, there will be problems. 

Communicate: Leaders must clarify their expectations of employees and provide constructive feedback on how they are performing in the organization and how this fits into the overall picture of the company.

Congratulate: Always make an effort to recognize an employee for a job well done. Too often, management and leaders focus on an employee's flaws and mistakes and fail to congratulate them.

Contribute: Leaders must make their employees feel valued. An employee will be much more engaged if their manager solicits their feedback on a job or function of the company. Allow employees to feel as if they are contributing to the company's success and future.

Control: Employees require and appreciate control over the flow and pace of their jobs. Employees can exercise this control if leaders provide opportunities for them to do so. A sense of "being in on things" and being given opportunities to participate in decision-making minimize energy; it also fosters trust and a culture in which people want to take ownership of problems and their solutions.

Collaborate: Employees who work in groups usually have the trust and cooperation of their coworkers. These individuals will be better employees overall, outperforming individuals and teams who lack trust and strength in work relationships. Team builders become great leaders because they bring everyone together and create a good team that trusts one another. Creating a Team.

Credibility: Leaders must always strive to uphold a company's reputation and uphold high ethical standards. There is no order in the company when there is a lack of credibility or when it is revealed that a leader has been involved in some shady business. Employees and clients will lose faith in that manager, and the company's image will suffer as a result.

Confidence: By setting an example of high ethical and performance standards, great leaders help to create and spread confidence throughout their organization. Employees will strive to be like their leader if they see him or her as confident and ethical.

Key points

It can therefore be concluded that organizations need to take care of their employees from day one to help build EE levels and it should be a continuous process followed at every aspect of management.

References: 

 

Ambler, G. (2007). The Ten C’s of Employee Engagement. The Practice of Leadership. Available at : Www.thepracticeofleadership.net. Accessed 2 Aug. 2023.

Kahn, W.A. (1990). “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33(4). Accessed 2 Aug. 2023.

Shaw, K. (2005). Employee Engagement: How to Build a High-Performance Workforce, Chicago, IL: Melcrum Publishing Limited. Accessed 2 Aug. 2023.

 

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A Great HR Manager

 

It is not easy to become a great HR manager. This necessitates a significant amount of effort, experience, and consistent experimentation with new technology.

The HR manager is responsible for assisting the organization in staying on track. The HR manager should take pride in being the organization's backbone.

There are two broad approaches to human resource management. There are two types of HRM: hard HRM and soft HRM. Managers of human resources or HR departments who use both hard and soft approaches have the best HR practices in the organization. (Anon., n.d.).

In Hard HRM, employees are treated as a business resource, similar to machinery or a building, whereas Soft HRM treats employees as the most important resource in the business. Hard HRM is primarily concerned with corporate business planning with resources, whereas soft HRM considers employees as individuals with unique needs and plans accordingly.

Hard HRM also focuses on the workforce, recruiting, and managing accordingly.

For example, hiring, relocating, firing, and so on.

Soft HRM, on the other hand, focuses on the needs of employees.

For example, their role, rewards, motivation, and so on.

Key Features 

Source: https://www.google.com/url?sa=i&url=http%3A%2F%2Fchetanspurohit.blogspot.com%2F2014%2F04%2Fhrm-characteristic-approach-vs-soft.html&psig=AOvVaw15SXSzlT7b8Sr0mWskEJ3S&ust=1629701706705000&source=images&cd=vfe&ved=0CAsQjRxqFwoTCOD12o6GxPICFQAAAAAdAAAAABAJ

To be a Great HR Manager

·        Consider the big picture 
·         Maintain your enthusiasm
·         Approach communication in a positive manner.
·         Go to their workplace.
·         Demonstrate a genuine interest in each employee
·         Work with all departments.
·         Create mentorship programs.
·         Maintain your adaptability
·         Make use of the appropriate technologies
·         Be aware of your vision

By putting the above tips into practice, you can become a great HR manager by being nice to people and wanting to help them (Grigsby, 2017).

A great HR manager would also have sharp insight, good communication skills, honesty and humility, the ability to motivate employees, comprehensive knowledge, and constant curiosity (Brown, 2013).

 Key Points

Engaging in organizational events, being easily accessible when employees need you, and being understanding with people will do wonderful things for your image as a great Human resource manager inside the organization.

References

Anon., N.d. Soft and Hard HRM. [Online] Available At: Https://Www.tutor2u.net/Business/Reference/Soft-And-Hard-Hrm. Accessed 2 Aug. 2023.

Brown, R., 2013. How to Become a Great HR Manager. [Online] Available At: Https://Www.workitdaily.com/Great-Hr-Manager (Accessed on 21/08/2021). Accessed 2 Aug. 2023.

Grigsby, W., 2017. 10 Tips to Help You Become a Successful HR Manager. [Online] Available At: Https://Recruitloop.com/Blog/10-Tips-Becoming-Successful-Hr-Manager/ (Accessed on 21/08/2021. Accessed 2 Aug. 2023.

 

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Why the design of work/job is important to an organization?

 

The functions and activities of an organization, as well as the relationships between them, are referred to as the design of work at an organization. Work design determines whether employees stay with the company for a longer or shorter period of time. Employees may leave the organization if they are dissatisfied with the organization's work or job design. As a result, this has an impact on both individual employees and organizations. (Armstrong, 2006).

Employees will be affected mentally and physically by all work activities. As a result, the job and work design should identify the appropriate facilities, furniture, machines, and tools to complement the employee's characteristics, capacities, and activities in order for the employee to operate well. When an organization has a person-environment fit work design, it will achieve the best results.

A positive, appropriate, and effective work environment will increase employee commitment, self-motivation, performance, job satisfaction, and mental health, and reduce absenteeism and sickness absence. (Gervais, 2017).

Importance of job design for an organizations

According to Chimoriya (2016), Job design assisted in the selection of right man for the right job. Employee job satisfaction and commitment are high in this scenario. Furthermore, self-motivated and directed employees require less supervision, which reduces supervisory costs.

Work design demonstrates the career path to employees and assists them in gaining knowledge, increasing capacity, and participating in training and development sessions to improve their skills and talents, all of which have a significant influence on performance.

A high-performance work design that includes multi-skilling, encouragement, and training results in self-managed teams that take full responsibility for planning, controlling, and monitoring the work. (Armstrong, 2009).

Conclusion

 

After all, the design of work is critical to the organization because it serves as the foundation for employee motivation. A well-designed job role or work improves the organization's productivity, quality, innovation, and well-being. When the design matches up with the organizational goals, employees can perform the activities to achieve the same goals without stress.

Work design has evolved and will continue to evolve to fulfill the challenges of a demanding work environment in order to have a sustainable organization.

 https://youtu.be/D2_U_vsfr6I

References

Armstrong, M., 2006. A Handbook of HUMAN RESOURCE MANAGEMENT PRACTICE. 10th Ed. London and Philadelphia: Kogan Page. (Accessed  Aug. 2023.)

Armstrong, M., 2009. Job and Role Design and Development. In: ARMSTRONG’S HANDBOOK of HUMAN RESOURCE MANAGEMENT PRACTICE. S.l.:Kogan Page, Pp. 466-476.  (Accessed  Aug. 2023.)

Chimoriya, B., 2016. Job Design: Process, Benefits or Objectives, Methods in HRM. [Online] Available At: Https://Www.wisenepali.com/2016/02/Job-Design-Process-Benefits-Or.html  (Accessed  Aug. 2023.)

Gervais, R. L., 2017. Definition of Work/Job Design. [Online] Available At: Https://Oshwiki.eu/Wiki/Definition_of_work/Job_design ( Accessed 2 Aug. 2023)

 

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Toxic Negativity in The Workplace Mitigation Measures

1. Introduction

A. Definition of toxic negativity in the workplace

After industrial globalization, there was a significant change in the human working environment and behaviors. Most of the corporate world is forced mainly on profit margins not for the human capital [1].

Therefore, a new fundamental issue is rising from the corporate world it was the unhappy workforce. Target of this blog for to analyze the trend lines and get a clear understanding of the organizational context behind the unhappy human capital result of toxic negativity in the workplace.

B. Impact of toxic negativity on employees and organizations

Studies have shown that 80% of the issues and concerns regarding employees’ productivity are related to the type of work environment in which they operationalize their assigned tasks [2]. Basically, the working environment plays a major role in productivity.

C. Importance of addressing toxic negativity for HR professionals

The primary reason why addressing toxic negativity is important for HR professionals is its impact on employee wellbeing.

Identification of negative mindset building and addressing such issues in a timely manner is the key role of the Human resource professional’s job. This may be such a difficult task if the organization hasn’t adopted or placed robust systems for general issues. HR professionals can create a supportive and best healthy work culture that promotes employee well-being with the right tools sets and techniques.

2. Signs and Symptoms of Toxic Negativity

A. Negative communication patterns

Negative communication patterns are common prominent signs of a toxic workplace. If the communication within the organization is full of negativity, can be detrimental issues with workforce morale, teamwork, and the overall work environment.  Below are some specific signs of negative communication patterns.

01 Constant Criticism
02 Gossip and Rumors
03 Lack of Listening
04 Passive-Aggressive Behavior
05 Verbal Abuse

B. Lack of collaboration and teamwork

One another significant indicator of toxic negativity within the workplace is the lack of celebrational work within the workforce. Whenever the toxic environment prevails, the workforce often faces challenging situations to effectively complete harmonious teamwork. Below are some specific signs of the lack of collaboration and teamwork.

01 Silo Mentality
02 Lack of Trust
03 Unwillingness to Help Others

04 Blaming and Finger-Pointing

C. High employee turnover

Whenever an organization has high employee turnover that is one clear indication of toxic negativity in the workplace. If the employees consistently abandon the organization at a higher rate than the regular patterns, that means underlying issues that need to be addressed with the organization. Below are some specific signs and symptoms related to higher employee turnover.

01. Frequent Resignations
02. Difficulty in Attracting Talent
03. Low Employee Engagement
04. Increased Absenteeism
05  Lack of Loyalty

06  Negative Reviews on Employer Review Platforms

D. Decreased productivity and engagement.

A toxic work environment will decrease employee productivity and engagement. If the overall job satisfaction, motivation, and focus are poor that will lead to decreased productivity and engagement levels of the employees. Here are specific signs and symptoms related to decreased productivity and engagement in a toxic work environment.  

01 Low Employee Morale
02 Increased Errors and Mistakes
03 Lack of Initiative and Innovation

04 Emotional Exhaustion and Burnout

E. Adverse effects on employee well-being

Unaddressed toxic negativity in the workplace leads the employees to affect employee well-being in a very negative manner. In some cases, employees’ social behaviors and family behaviors can be affected.

this is why within society some companies have been backlisted as bad employment practitioners Here are specific signs and symptoms of how toxic negativity impacts employee well-being:

01 Increased Stress and Anxiety
02 Declining Physical Health
03 Damaged Self-esteem and Self-worth
04 Strained Interpersonal Relationship

3. Causes of Toxic Negativity in the Workplace

HR professionals need to understand these causes to effectively address and mitigate toxic negativity.

A. Poor leadership and management practices

Management and Leadership play a major role when talking about shaping the work environment.
Negativity can arise when the leader or managers demonstrate poor leadership qualities, examples.

Favoritism, micromanagement, no or lack of empathy, and failures to address conflicts and issues promptly. If the employees perceive a lack of support and guidance or fair treatment from their superiors it can contribute directly to the toxic work environment

B. Lack of clear communication channels

Communication channel breakdowns can lead to misunderstandings and mistrust. If the employees were unsure about the need for expectations or goals and changes within the organization, it will create an atmosphere that is full of confusion and frustrations. Unclear communication breed rumors, gossip, and misinterpretations, further fueling toxic negativity

C. Unresolved conflicts and interpersonal issues

Conflicts can be a common aspect when handling employees, but Unresolved conflicts and interpersonal issues lead to creating a toxic work environment. If the conflicts are ignored, dismissed, or handled ineffectively, they can escalate, impacting teamwork, morale, and productivity. Negativity thrives fast in a working environment where is a lack of conflict resolution mechanisms. In such cases, individuals were not accountable for their actions.

D. Organizational culture and values

Culture and values influence the work environment. organizational culture set for not prioritizing respect, collaboration, and open communication, can foster toxic negativity within the company. if toxic behaviors are rewarded and tolerated it sends that negative message further leads to a toxic work environment.

E. External factors influencing workplace dynamics.

Market competition, economic challenges, or industry-specific pressures can influence workplace dynamics and lead to toxic negativity. High-pressure environments, unrealistic deadlines, or constant change without adequate support can result in negativity and toxic behavior among employees.

4. Role of HR in Mitigating Toxic Negativity

A. Establishing policies and procedures to address toxic negativity:

HR plays a vital role in developing and implementing policies and procedures that explicitly address toxic negativity in the workplace. These policies outline expected behavior, consequences for toxic behavior, and mechanisms for reporting and resolving issues.

B. Conducting employee satisfaction surveys and feedback sessions:

 HR professionals regularly conduct employee satisfaction surveys and feedback sessions to gauge the level of toxic negativity and identify areas for improvement. These surveys and sessions provide employees with a platform to voice their concerns, allowing HR to take necessary actions to mitigate toxicity.

C. Training managers and supervisors in recognizing and addressing toxic behavior:

HR organizes training programs for managers and supervisors to educate them on recognizing and addressing toxic behavior. These training sessions equip leaders with the skills to handle conflicts, provide constructive feedback, and foster a positive work environment.

D. Implementing effective performance management systems:

HR professionals establish performance management systems that hold employees accountable for their behavior and provide opportunities for improvement. By aligning performance goals with positive behavior and values, HR helps deter toxic negativity and promote a more constructive work culture.

E. Collaborating with other departments to a positive work environment:

 HR collaborates with various departments, such as organizational development, training, and communication, to foster a positive work environment. By working together, HR and other departments can create initiatives, programs, and communication channels that promote transparency, collaboration, and a culture of respect.

Conclusion

In conclusion, toxic negativity in the workplace has far-reaching consequences, but HR professionals have the power to make a positive impact. By actively addressing toxic negativity, HR professionals can contribute to a healthier and more productive work environment, benefiting both employees and the overall success of the organization. It is time for HR professionals to take the lead and create a workplace where positivity, respect, and collaboration thrive.

References

Gupta, C. B., 2008. Human Resources Management. 1st Edition ed. New Delhi : Sultan Chand & Sons Publishers.

Lynton, R. P. & Pareek, U., 2000. The Human Development Handbook. London: Kogan Page Limited.

Manning, G., Curtis, K. & McMillen, S., 1996. Building Community: The Human Side of Work. 2nd ed. West Michigan: Whole Person Associates.

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