The concept of employee Engagement

The concept of employee Engagement

 

Introduction-

The concept of employee engagement is often defined as a willingness to go the extra mile, which has become the new engagement mantra. Sometimes this is defined by the concept of engagement in many ways. It is often used as a concept adopted by the company in terms of job performance, enterprise citizenship and commitment to its employees' participation and behavior.

Why does the ambiguity of the word make it difficult to answer the question of engagement? Are employees involved with their jobs, their carrier or their company, Some definitions avoid this distinction by referring to engagement only as a condition for people to do it. Others define it with the purpose and values ​​of the organization. Engagement occurs when people commit to their work and organization and are motivated to achieve high-quality work and high-quality work. It has two interconnected features.

First: Employee engagement occurs when employees try to be comfortable, because they find their work interesting.

Secondly, they believe that this is a great place to work, to pursue and maintain organizational engagement, their work values ​​and purpose. Finally we define an employee engagement as the property of the relationship between an organization and its employee and the ‘engaged employee’ is defined as a person who is fully internalized by their work and therefore takes positive action to further the company’s reputation and interests.

 

Picture 01, what is employee engagement.

Why is employment engagement important-

Engaged employees are the backbone of good work environments, where people are hardworking, ethical and accountable, and engagement levels vary according to different life history and personality traits. When it comes to company performance, success is measured by the quality of the customer experience and customer loyalty. Engagement is shown to be delivered by the employee, which benefits the organization through commitment

 

Picture 02, The process of Employee Engagement.

Outcomes  of employee engagement :

Organizational outcomes	Employee outcomes
Employee engagement is a hard-nosed proposition that not only shows result but can be measure in costs of recruitment and employee output	Engagement offer a solution for the individual providing them with the opportunity to invest themselves in their work
Engaged employees are more likely to stay with the organization perform better than their colleagues and act as advocates for the company/ organization	Engagement may result in positive health effects and positive feelings towards work and the organization
For the Successful organization changes	Transnational approach to the relationship between employer and employee

Facets of Employee engagement-

01. Intellectual Engagement- Thinking hard about the job and how to do it better

02. Affective engagement- Feeling positively about doing a good gob than others for the organizational and self-development

03. Social engagement- Actively taking opportunities to discuss work- related improvements with others at work

References-

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition

Armstrong, M, Brown, D and Reilly, P (2010) evidence-based Reward Management, London, Kogan page

Knowledge management for an organization

Knowledge management for an organization

 

INTRODUCTION:

Knowledge management is a broad process of identifying, managing, modifying and using information and expertise within an organization. The overall knowledge management process is supported by four key functions, such as leadership, culture, technology and measurement. Knowledge Management stores and shares knowledge, understanding and expertise gathered in an organization with its processes, methods and activities. It is an important source of knowledge. As Ulrich (1998: 126) has noted, knowledge has become a direct competitive advantage for firms that sell knowledge and ideas.

Knowledge management is of great concern to people and how they acquire, exchange and disseminate knowledge about information technology. It therefore becomes an important area for the HR practitioner who is in a strong position to influence this aspect of public management. It is linked to organizational learning.

Knowledge Management Definition:

Knowledge management is about gaining knowledge from those who need to increase the performance of the organization. Knowledge management strategies encourage people to share knowledge by connecting with people and sharing information so that they learn from documented experiences.

Knowledge Management Scarborough et al (1999) defined: 'To create knowledge, make, and capture, share and use, where, they propose organizational knowledge and processes as a result of organizational learning and the development of COL in organizations to improve the performance of any process. Knowledge management is concerned with the flow of both stocks and knowledge.

Picture 02, Benefits of knowledge Management

The objectives of knowledge management-

Key objectives of knowledge management are

01. Enhance / Improve Internal Cooperation between Employer and Employee and Improve Cooperation between Employees

02. Enhance / Improve External Support

03. Catch / record / share best practices

04. Improve customer relationships and its management

05. Create better project work-spaces and their management

06. Improving documents and protecting proprietary materials

07. A smooth transition from retirees to recruiting heirs to fill their posts

08. Reduce corporation memory loss and rest

09. Identify the most important source of knowledge and the most important fields, so that the organization

10. Develop a toolkit of methods that individuals, groups and organizations can use to mitigate the potential loss of capital

Knowledge management strategies-
There are two strategies/ two approach have been identified by Hansen et al (1999): the codification strategy and the personalization strategy

The Codification strategy:

‘Knowledge is carefully codified and stored in database where it can be accessed and used easily by anyone in the organization. Knowledge is explicit and its codified using a ‘people-to-document’ approach. This strategy is therefore document driven’

The Personalization strategy:

Knowledge is closely tied to the person who has developed it and is shared mainly through direct person-to person contract. This is a ‘person-to- person approach that involves ensuring that tacit knowledge is passed on. The exchange is achieved by creating networks and encouraging face-to-face communication between individual and terms by means of informal conference, workshops, communities of practice, brainstorming and one-to-one sessions

Conclusion-

Knowledge management is about gaining knowledge from those who need to increase the performance of the organization. Without a firm for knowledge management in an organization it can slow down the progress of the organization. So this concept is very important to improve the best work environment in the organization.

References-

Armstrong, M. and Stephen Taylor (2014) Armstrong Handbook of Human Resource management practice, 13^th edition

Boxall, P and Purcell, J (2000) strategic human resource management

Mecklenberg, S, Deering, A and Sharp, D (1999) Knowledge management