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Part 1 (50%)
You are in your first middle-management appointment, working in the Human
Resources function of the Raspberry Pi Foundation. The foundation currently
employs 100 staff at Pencoed, Mid Glamorgan, this figure is set to increase
dramatically. The foundation has charitable status. The managing director has just
returned from a conference entitled ‘Employee Involvement – enhancing morale,
improving performance’ and wants to make changes. She has been convinced that
greater employee engagement is the way forward and has asked you to produce a
report to allow the senior managers to consider what needs to be done, your
recommendations, and how HR will be involved. You have been asked to cover the
following:
The concepts of Employee Engagement and Employee Involvement
What the company needs to do
What the advantages of improved employee engagement/involvement might be
What problems may arise?
It is left to you to decide which of these four topics need greatest attention and
whether you feel there are other considerations. You must offer the company some
recommendations.
Part 1 must be in report format – word limit 2500 words (excluding Bibliography and
Appendices).
Please note the following when completing your assignment:
1. Writing: Written in English in an appropriate business/academic style
2. Focus: Focus only on the tasks set in the assignment.
3. Length: 2500 words (maximum)
4. Formatting: Typed on A4 paper in Times New Roman or Arial font 12 with at
least 2.5 centimetre space at each edge, double spaced and pages numbered.
5. Document format: In business report format (unless otherwise directed), with a
clear title, course, and name or ID number on a cover sheet and including a
bibliography using Harvard referencing throughout.
6. Research: Research should use reliable and relevant sources of information
e.g. academic books and journals that have been peer reviewed. The research
should be extensive.
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1(a)Background:
In the world where business competition is rising and influence of ever-increasing
technology, companies diligently looking for new practices and procedures to
enhance productivity, reduce cost and ultimately remain competitive.
1(b)PURPOSE:
The aim of the assignment is to describe and analyse employee roles in this relation.
indeed, employees are the key resource in organization which can change the fate of
company and can thrive organization. Employees who are happy with company can
be very beneficial for company.
Raspberry pi foundation has charitable status and we required to provide
management with reasoned argument in favour of employee engagement.as it is
previously define that our company is charitable and non-profit making so the
strategies to be devised by keeping this status in mind, because for any profit
making entity employees have different level of expectation and rewards but in
charitable organization this is contrary because entity has different goals and
objectives and employees loyalty can be obtain by different means rather than purely
monetary rewards. Later in this report we look at how various measures can be
helpful to keep employees content and motivated, enthusiastic to achieve company
goals.
(2) EMPLOYEE ENGAGEMENT CONCEPTS:
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2(a) CONCEPTUAL FRAMEWORK
First we define what the employee engagement is and how its contribute to better
performance based on research undertaken by maslach et al(2001:74) A positive
,fulfilling work related state of mind, that is characterized by vigour, dedication and
absorbtion.and by Macey et al(2009:7)engagement is an individual purpose and
focus of energy, evident to other in the display of initiative,adaptability,efforts and
persistent directed towards organizational goals.
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Engagement mainly take place two level for an employee, job level engagement
urge employee to do task more passionately and with enthusiasm and take
discretionary action i.e. “do beyond mere compliance” and secondly its take place
psychologically in employee mind at organizational level where employee feel
recognisable and identifiable with organisation mission .later is mainly a intellectual
engagement which help people to understand the bigger picture of organization and
business context whereas the former one in affective engagement formally by
employee voice(say, in to matter),decision-making involvement(where employee set
his/her own work),meaningful job design etc. Meaningful work is key driver to make
employee engage because if you want someone to do a good job them a good job to
do(Herzberg,1968)
(3) ANTECEDENTSOF ENGAGEMENT AND CONSEQUENCES:
Antecedents: Enrich and challenging job, quality of employee organizational
relationship (perceived organizational support), quality of supervisor relationship
(perceived supervisor support), rewards and recognition, fairness in process of
dispute and allocating resources (procedural justice).
Consequences: job satisfaction, organizational commitment, organizational
citizenship behaviour, level of intention to quit. (Balain and sparrow 2005)
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(4)REPORT
To: Senior Managers
From: Human Resource Manager
Date:19/11/2015
SUBJECT: Employee Engagement, Morale and Employee Involvement
Dear sir/madam,
In this report we aim to incorporate various methods and techniques which may be
helpful in understanding employee’s behaviour and how to keep them content and
productive in our organization. Firstly, we have to distinguish our employees in staff
and volunteers because both need to be different set of policies to keep them
satisfies and enhance their involvement to company mission and vision. And
secondly we need to understand the term satisfies and motivated employees
because satisfied employees are those who are happy but actively looking for
another job and motivated employees are those who neither have intention nor need
to looking for another job. Now our aim to keep our employees both motivated and
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satisfied so we can obtain their loyalty and more involvement and they feel pride to
ascribe themselves with company.
RECRUITING, SCREENING, AND SELECTING ORGANIZATION WORK FORCE
I would like to cited some publication from, Human Resources Management,
non-profit organizations have to address the following six personnel issues while
recruiting and selecting employees;staff and volunteers
Assessing personnel needs
Recruiting personnel
Screening personnel
Selecting and hiring personnel
Deciding compensation issues
An effective non-profit manager must try to get more out of the people he or she
has," wrote(Peter F. Drucker in Managing the Non-Profit Organization.)
Recruiting
For many non-profit organizations, publicizing its very existence is the most
important step that it can take in its efforts to recruit staff and volunteers alike. This is
especially true if one wishes to encourage volunteers to become involved.
Volunteers are the life-blood of countless non-profit organizations, for they attend to
the basic tasks that need performing, from paperwork to transportation of goods
and/or services to maintenance. Writing in Quality Management in the Non-profit
World, Larry W. Kennedy noted that "they supply valuable human resources which,
when properly engaged, can be worth tens of thousands of dollars in conserved
personnel costs to even the smallest organizations."
Screening and Selection
The interviewing process is another essential component of successful staffing for
nonprofit groups. This holds true for volunteers as well as for officers, directors, and
paid staff. Indeed, Larry W. Kennedy remarked in his book that "volunteers should be
recruited and interviewed systematically the same way you would recruit paid staff.
An orderly and professional approach to volunteer management will pay off
handsomely for your organization. What you do in the recruitment phase of your
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work will set the standard for volunteer performance. If you are disciplined and well
organized, you will often attract more qualified volunteers."
Use an application form that covers all pertinent areas of the applicant's background.
Ensure that your screening process provides information about an individual's skills,
attitudes, and knowledge.
Try to determine if the applicant or would-be volunteer is interested in the
organization for legitimate reasons (professional development and/or advancement,
genuine interest in your group's mission) or primarily for reasons that may not
advance your organization's cause (loneliness, corporate burnout, etc.).
Objectively evaluate prospective employees and volunteers based on criteria
established in the organization's job specifications.
Be realistic in putting together your volunteer work force. "Managers cause most of
the problems with volunteers by making unreasonable assumptions about their
intentions and capabilities," wrote Kennedy. An organization that sets the bar too
high in its expectations of volunteers (in terms of services provided, hours
volunteered, etc.) may find itself with a severe shortage of this potentially valuable
resource.
Organizations that pay attention to these guidelines will be far more likely to enjoy
positive and lasting relationships with their volunteers and staff.
ORIENTING STAFF AND VOLUNTEERS TO THE ORGANIZATION
Training is a vital component of successful nonprofit organization management. But
many nonprofit managers fail to recognize that training initiatives should be built for
all members of the organization, not just those who are salaried employees.
Poor Performers
Many nonprofit organizations find that at one point or another, they must address
poor performance by a member of the organization. When that person is a paid
member of the staff, dealing with the issue is in many respects no different than it
would be in the for-profit world. Organizations of all types have a right to assume
certain standards of performance from paid employees, and if that standard is not
met, they should by all means take the steps necessary to ensure that they receive
the necessary level of performance from that position, even if that means firing a
poor worker.
COMPENSATING THE ORGANIZATION'S EMPLOYEES AND VOLUNTEERS
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Tangible Benefits
As Ted Nicholas noted in The Complete Guide to Nonprofit Corporations, nonprofit
corporations may establish fringe benefits programs for their employees. People that
can be covered under these programs include not only staff personnel, but also
directors and officers. "The benefits," wrote Nicholas, "can be as attractive as those
provided by for-profit business corporations. In addition, the benefits can be far more
economical for the corporation and beneficial to the employees than any program
that could be offered by unincorporated organizations. The nonprofit corporation can
establish an employee pension and retirement income plan. It can provide for sick
pay and vacation pay. It may arrange for group life, accident and health insurance
coverage for its officers and employees.
Intangible Benefits
Successful managers of nonprofit organizations recognize that the people who
compose their organizations' work force—volunteers, employees, officers, and
directors alike—are often participating in the group at least in part for altruistic
reasons. Indeed, Drucker noted that "although successful business executives have
learned that workers are not entirely motivated by paychecks or promotions—they
need more—the need is even greater in non-profit institutions. Even paid staff in
these organizations need achievement, the satisfaction of service, or they become
alienated and even hostile. After all, what's the point of working in a non-profit
institution if one doesn't make a clear contribution?"
Leaders of nonprofit organizations, then, need to always be on the look out for ways
in which they can show their paid staff, their volunteers, and their leadership how
their involvement in the organization is making a difference. told Drucker, "We give
[volunteers] opportunities to deepen in themselves and in each other the sense of
how important the things are that they are doing."
http://www.inc.com/encyclopedia/nonprofit-organizations-and-human-resources-
management.html
4(b)EMPLOYEES RETENTION AND DEVELOPMENT:
Here;we need to keep focus on two important things,which can be helpful to achieve
desired result which is employee involvement and engagement.these two things are
employee satisfaction and employee motivation which can ultimately lead to
employee involvement,both of these element required distinct drivers to keep
employee satisfied and at the same time keep him/her motivated.
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Employee Motivation:
Herzberg’s motivation theory is one of the content theories of motivation. These
attempt to explain the factors that motivate individuals through identifying and
satisfying their individual needs, desires and the aims pursued to satisfy these
desires. The most important part of this theory of motivation is that the main
motivating factors are not in the environment but in the intrinsic value and
satisfaction gained from the job itself. It follows therefore that to motivate an
individual, a job itself must be challenging, have scope for enrichment and be of
interest to the jobholder. Motivators (sometimes called ‘satisfiers’) are those factors
directly concerned with the satisfaction gained from a job, such as:
the sense of achievement and the intrinsic value obtained from the job itself
the level of recognition by both colleagues and management
the level of responsibility
opportunities for advancement and
the status provided
Motivators lead to satisfaction because of the need for growth and a sense of self-
achievement.
EMPLOYEE SATISFACTION:
Hygiene factors are also often referred to as ‘dissatisfiers’. They are concerned with
factors associated with the job itself but are not directly a part of it. Typically, this is
salary, although other factors which will often act as dissatisfiers include:
perceived differences with others
job security
working conditions
the quality of management
organisational policy
administration
interpersonal relations
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Understanding Herzberg’s theory recognises the intrinsic satisfaction that can be
obtained from the work itself. It draws attention to job design and makes managers
aware that problems of motivation may not necessarily be directly associated with
the work. Problems can often be external to the job.
http://www.accaglobal.com
Herzberg
TESCO:
In 1959 Frederick Herzberg developed the Two-Factor theory of motivation. His
research showed that certain factors were the true motivators or satisfiers. Hygiene
factors, in contrast, created dissatisfaction if they were absent or inadequate.
Dissatisfaction could be prevented by improvements in hygiene factors but these
improvements would not alone provide motivation.
Herzberg showed that to truly motivate an employee a business needs to create
conditions that make him or her feel fulfilled in the workplace.
Tesco aims to motivate its employees both by paying attention to hygiene factors
and by enabling satisfiers. For example, it motivates and empowers its employees by
appropriate and timely communication, by delegating responsibility and involving
staff in decision making. It holds forums every year in which staff can be part of the
discussions on pay rises. This shows recognition of the work Tesco people do and
rewards them.
Tesco staff can even influence what food goes onto its restaurant menus.
Employees thus become motivated to make choices that will increase their use of
the restaurants.
Read more: http://businesscasestudies.co.uk/tesco/motivational-theory-in-practice
4(c)LEARNING AND DEVELOPMENT:
This is another tool in hand of management which continuously looking for Learning gap in
its employees and provide them necessary training which in turn make employees more
confident and competent ,ultimately more zeal and enthusiasm in accomplishing
organisation goals.
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Factors that influenced employee behaviour:
Alfes et al(2010;2)Senior management vision and mission,communication
channel,positive perception of one line manager are positive drivers of engagement.
Macleod and Clarke(2009);leadership which ensures ,clear ,explicit and transperant
culture which gives employees the line of sight between their job and the mission of
the organisation.
4(d) Leadership style (the quality of management)
There are certain leadership style prevail in managemet theories which may be
equally beneficial to drive employees towards commitment, The main leadership
theories present two basic approaches - task-centred and employee-centred.
Tannenbaum and Schmidt suggest that leadership style is a continuum, and that the
appropriate style depends on the characteristics of the leader, the subordinates, and
of the situation. Further along the continuum, is the autocratic style, where the
manager suggests ideas and asks for comments (the tells and talks approach), or
the manager presents outline ideas, seeks comments and amends the ideas
accordingly (the consults approach) the consult approach provide employees some
form of involvemet in decision making which enhance their morale and motivate
themthey feel empower to decide about their work and work style. this involves
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approach allows employees to discuss the issue and make a decision (the
delegates approach). John Ball 03 Sep 2005)
Learningorganisationwhere new ideasandupwardcommunicationortwoway communicationis
toleratedandencourage leadtototal gradual transformationof organisationanditspeoples.
WilliamsandAdam-Smith(2006) suggestthat thistermis mostusefullyappliedtomanagement
initiativesthatare designedtofurtherthe flow of communicationatworkas a meansof enhancing
the organizational commitmentof employees.employeeparticipationcanbe enhance byfollowing
methods;
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1)PROJECT TEAM:employee take lead of the project with reasonable level of authority
delegate to him while retaianing control.
2)SUGGESTION SCHEMES:where employee are given channels to suggest ideas for any
problem.
3)CONSULTATION:where employee encourage to share new ideas.
4)MULTI LEVEL DECISION MAKING:where decision not only taken on upward level but they
also result from many direction such as downward to upward.
http://www.cipd.co.uk/pm/peoplemanagement/
Researchconductedbyalfesetal(2010;2)establishthatmaindriverof engagementismeaningful
work(mostimportant)
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JOB ENRICHMENT:
This method include freedom and delegation of bigger task to employee ,it is vertical
job enrichment which increase the level of responsibility and provide freedom in its
works,supervisor/manager oftenly lifted control and give freater autonomy ,granting
additional authority to employee in their activity and introducing new task which are
not previously handled all this lead to certain outcome/motivators which are
responsibility,sense of achievement,morale,internal recognition
etc.herzberg(1968:83)
JOB ROTATION:
Its is the concept to remove boredom and monotony of work,enhance work affection
by rotating task .more recently the notion of smart working has emerged.smart
working aim to drive greater effectiveness and efficiency to work by
autonomy,flexibility and collaboration.CIPD(2008)its mainly focus on flexible
working,job rotation.outcome based learning ,lean production,just in time
working,quality assurance.
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As was noted by CIPD(2008;6) a term of smart working was used by employer to
refer autonomy ,self control and development in to jobs.many organizations now
operate in a flexible environment;
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(5)Appraisal:
The regural appraisal system provide manager a useful idea about employees ability
and involvemet.its also highlight the need to learning and development which in turn
will enhance employee mrale,because continuous learning and development provide
employees confidence and energy to work,inclination to do contemporary task
efficiently and ultimatelty a loyalty with the company who takes care its
employees.there are certain benefit of proper appraisal system:
Appraisal systems exist to improve organisational efficiency by ensuring that
individuals perform to the best of their ability, develop their potential, and earn
appropriate reward. This in turn leads to improved organisational performance.
Appraisals have three main purposes. These are often misunderstood. The first is to
measure the extent to which an individual may be awarded a salary increase
compared with his or her peers. This is the reward review component.
The second purpose of an appraisal is to identify any training needs and, if
appropriate, to provide training and development to enable an individual to help the
organisation to achieve its objectives. This is the performance review component.
Finally, appraisals are also important to aid an individual's career development by
attempting to predict work that the individual may be capable of in the future. This is
the potential review component
The employee is not the only beneficiary - the organisation benefits through
identifying employees for promotion, noting areas for individual improvement, and by
using the system as a basis for human resource planning.
(6)RECOMMENDATION:
As it is clear from the report content,that in order to keep employee engage and loyal
how we have to devise rational strategies in place.it is obvious from many human
relation theories that peoples are not a means to an end,they look for
care,involvement and feedback,so by putting these strategies in place we make sure
employees loyalty.employee are key resourse in our organisation by keeping them
content we enhance their loyalty to our vision and our business.with regard to nature
of our business we manage both set of employees prudently i.e volunteers and
staff..because both are necessary for our survival and volunteers need more care
and feedback.
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Management should always attentive to employees issues,concerns..they make sure
that no one is being neglected.provide them consultation channel and dispute
settlement channel which is just and fair.continusly looking for learning and
development potential in employees if there is any gap fill this by appropriate
measure.if any change is required in organization design,procedures ,practices
management closely monitor those employees who are resisting to change ,by
identifying those management meet with them and guide them about necessity of
change and keep them complacent that their jibs are not in danger also ensure them
if change required trained staff management will trained current staff rather then
hiring new one.
I hope by fulfilling these issues ,organization can secure best team of employees.
If you required any further assistance feel free to contact me.
Your sincerely
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