Employee Employer and Organizational Effectiveness

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 surveys and subsequently taking action based on their outcomes proves to the workforce how committed a company is to them. 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 technologies and approaches in the business (Management Sciences for Health, 2012). Teams or individual participants must make the most of opportunities for learning posed by workshops, as these are crucial for organizational longevity and success.

Example

When designing, implementing and assessing workshop evaluations, determining the need to organize a workshop ought to be the foremost step involved. This incorporates observing the day-to-day work of participants (i.e., employees), interviewing employees, examining job descriptions as well as performance appraisal reports or routine reports, and identifying any issues with performance. The second step entails outlining the learning objectives of the workshop. Learning goals stemming from needs assessment state the measurable, visible actions every participant in the workshop/training session will be capable of demonstrating as a consequence of their participation in the workshop/training session. By this, participants can also comprehend what is required of them. Devising and implementing the training program for performance improvement, considering employees' educational and experience levels as well as resources and time that can be allotted to training, is the last step. As mentioned previously, trainings/workshops are vital and all employees must ensure they attend (Management Sciences for Health, 2012).

Interviews/Surveys/Evaluations for Employee and Organizational Effectiveness

Vance (2006) states that numerous firms employ workforce surveys for evaluating the extent of personnel engagement and studying the link of personnel engagement with key business outcomes. Survey findings can help explain which investments in personnel engagement programs are bearing fruit, which aren't, and how one may alter one's engagement-connected investment decisions and HR practices (p. 19).

Organizations can generally evaluate the engagement levels of their workforce with opinion polls, which pose questions with regard to the following organization-related aspects; pride of workers in their organization, personnel satisfaction with job and company, opportunities available in the company for performing well at tasks that are challenging, positive feedback and recognition received from management for their contributions to the firm, personal support received from one's immediate superior or the top management team, how far workers understand the association of their role in the firm with corporate mission, how far they put in extra efforts at the workplace, future growth prospects with the company, and whether they intend to remain with the company or not (Vance, 2006, p. 10). Each of the above aspects can aid in ascertaining the positive and negative aspects contributing to successful organizational operations.