Organizational Effectiveness
Employee Satisfaction, Employee Engagement and Organizational Culture
It has been stated by Vance (2006) that personnel committed to the company and absorbed in their jobs offer corporations critical competitive advantages; these include decreased workforce turnover and increased productivity. Commitment and engagement are clearly able to potentially bring about valuable business outcomes for a firm. But what does the term engagement imply? Personnel engagement implies that company workers are proud of their company and satisfied with the role they have been accorded in it. Personnel satisfaction or engagement may further refer to how far individuals believe in, and enjoy, their jobs, as well as how far they feel the management of their firm values their contribution and efforts. With increase in engagement of employees, their likelihood to make special efforts for the company's benefit and deliver superior job performance will increase. Moreover, an engaged workforce tends to remain with the company; i.e., employee retention increases with increased employee engagement (p. 1).
Example
Organizations desiring an engaged and satisfied workforce may administer surveys for identifying any everyday problems or issues faced by their employees at the workplace, in addition to what aspects of their organization they appreciate or like. Corporations may also deal with problems pertaining to compensation, performance management, employee promotions, employee recruitment, and workshops/trainings for personnel development. Survey data analysis will enable corporate executives and heads to understand how they (and the organization) are perceived by their employees and whether any major changes or improvements need to be effected. Such a study of the organization may be conducted in various ways; for instance, other departments may be consulted to participate in the survey analysis phase; all analysts need to be objective in data analysis.
Designing, Deploying and Analyzing Employee Surveys
Administering personnel...
Individuals are pleased when their voices are heard and valuable changes proposed by them are implemented (Vance, 2006, p. 7). But, an organization's workers must take care not to exploit any survey as a way to criticize the management or voice any negative attitude concerning it; similarly, corporate managers need to ensure they don't utilize surveys as a way to retaliate, if they dislike any recommendations or remarks made by employees.
Example
Personnel surveys ought to be concise, with a narrower focus, and need to be administered more often than traditional appraisal instruments. Survey respondents (i.e., the workforce) can, in other instances, also complete them online instead of on a piece of paper. Modern-day survey statements or questions are focused on clearly associating personnel attitudes with corporate aims. Surveyors need to make sure they aren't asking a large number of questions and making the survey unnecessarily lengthy, and must design the surveys such that they are made simple. Survey analysis mustn't be carried out by the department in charge of administering it. Complete surveys should be forwarded to other organizational departments who can objectively perform analyses on them. Further, the department responsible for survey administration must acknowledge as well as provide prompt responses to queries during the analysis stage. This includes voicing their views with regard to survey outcomes, in due course, to company employees.
Designing, Deploying and Analyzing Participant, Team Course and/or Workshop Evaluations
Trainings or workshops represent any activity organized and intended for the purpose of transferring or modifying skills, attitudes, and knowledge by means of learning experiences. Corporate employees may need to attend workshops, in order to maintain their competence levels and be able to respond to demands linked to changing industry circumstances and the introduction of novel…
