Human Resource Management is an accession towards employee staffing which distinguishes peoples as a credit (human capital) whose existing financial worth sounds steady and whose expected appraisal can be appreciated with help of investment. Human Resource Management guides to manage an Food Fiesta and its employees for the need to them to accord eloquently in the overall productivity of an Food Fiesta. In the terms of a common man the management of workforce of any Food Fiesta is stated as Human Resource Management. The term Employee Engagement often cited as “Worker Engagement” is a theory of business management which implies the extent to which employees think, feel, and act in ways that represent high levels of commitment to their Food Fiesta. Engaged employees are motivated to contribute 100% of their knowledge, skills, and abilities to help their Food Fiesta succeed. They care deeply about their company, want to contribute to its success, and regularly have peak experiences at work

1. EMPLOYEE ENGAGEMENT

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Introduction
Human Resource Management is an accession towards employee staffing which
distinguishes peoples as a credit (human capital) whose existing financial worth sounds steady
and whose expected appraisal can be appreciated with help of investment. Human Resource
Management guides to manage an Food Fiesta and its employees for the need to them to accord
eloquently in the overall productivity of an Food Fiesta. In the terms of a common man the
management of workforce of any Food Fiesta is stated as Human Resource Management. The
term Employee Engagement often cited as “Worker Engagement” is a theory of business
management which implies the extent to which employees think, feel, and act in ways that
represent high levels of commitment to their Food Fiesta. Engaged employees are motivated to
contribute 100% of their knowledge, skills, and abilities to help their Food Fiesta succeed. They
care deeply about their company, want to contribute to its success, and regularly have peak
experiences at work (Employee Involvement, 2013).
Engagement represents the motivational capital that exists within an individual, a unit, or
an Food Fiesta. It is a valuable resource that can boost company performance. Our research
shows that engagement is linked to a number of important business outcomes. In the below
reference we are discussing about Food Fiesta Food Fiesta which is famous for its sweet
products and savory biscuits. This Food Fiesta has a strength of around 1000 employees which
work together to deliver the best services as per the standard norms of the Food Fiesta
(Employee Involvement, 2013).
Employee Engagement:
Employee engagement is conceptual approaches which is crafted to confirm that every
worker is committed towards its Food Fiesta’s ethics and goals, and are being motivated to
success of Food Fiesta and at the same instance are also able to embellish their own thought of
self help. According to David Macleod “Employee Engagement is the process by which the Food
Fiesta encapsulates condition in the presence of which employees are able to propose their
competence and imagination (Jane, 2013). There are dissimilarities among attitude and behavior
and consequence in the agreements of Employee Engagement. A worker must carry a sense of

3. pride and adherence, and must be an immense scripter of his company to the clients or must
reach out of bounds to conclude any project (Shiksha, 2012).
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Benefits of Employee Engagement:
There are ample benefits of employee engagement in an Food Fiesta. Employee
Engagement provides advantages both to the Food Fiesta as well as the staff. When employees
are in state of engagement they are focused and inspired and it helps in increasing productivity of
the Food Fiesta. Secondly the competency level of employees is increased and experience can
bring soft skills in their nature which cannot be nurtured in any training environment. The
employee generates confidence through all phases of their lives and it makes then enthusiastic at
their jobs. Improvements can be visualized in segments such as communication, team formation,
analytical approach and solution of conflicts and issues and problem solution. Adjoining the
personal values of an employee with those of company can be a great inspiration for retention
process of an Food Fiesta. It also helps in enhancing a commitment to thorough development
introducing a feeling of pride. Investments in orientation programs result in sending a true
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4. impact that employee development is on high nodes within the Food Fiesta. Internal performers
can be identified and placed at higher or subsequent positions which could be done by any
emoluments or pays. Employees are able to identify much about various types of challenges and
what is the value of sustainability at work place. New talent and skills could be developed
through various training modes. The widened approach gets generated as peoples from various
nationalities, backgrounds and cultures meet all together and create lifelong bond. Leadership
can be developed through the Food Fiesta by identifying potential leaders. Various learning
solutions can be incorporated by hands on and meeting the experience persons. Vision from the
end of employee should be refreshing and stimulating (Robbins, 2003).
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Employee Engagement in Food Fiesta
As an Employee is vital part of any Food Fiesta same goes for Food Fiesta which is a leading
sweets and savory biscuits producer not apart from it. The policies which are practiced in Food
Fiesta for employee engagement are shared and discussed here.
1. Appreciation and Awards for the respective Employee: In Food Fiesta stress is focused
on recognizing and rewarding those employees who have been outstanding performers
and have contributed in growth of the Food Fiesta. The management here has tried to
develop a more personal relationship and has tried to bring in which manner the
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5. employee wishes to reward to accelerate employee engagement (Mitchell and Jolley,
2012).
2. Highlight Concern and Admiration: This task is quite easier. If you desire to show
enthusiasm and dedication in your Food Fiesta we need to show them the same heights of
commitment and interest in respect to them. Food Fiesta management works n this policy
and remembering name of team members and providing a feeling of moistness can prove
to leap higher steps. It also draws attention as this Food Fiesta recalls any special
occasion related to any employee and treats them like humans and not force them to work
like machines. This results in increased levels employee engagement in Food Fiesta
(Pring, 2000).
3. Devise a Higher Level Of Anticipation and Liability: This method is utilized with utmost
attention in Food Fiesta as it can have a great impact on the staff but if it is implemented
in wrong format may lead to disaster. There is a need of strong relationship between the
management and the employees for effectiveness of this method. In a strong relationship
as like Food Fiesta forwarding and motivating an employee and inviting them in taking
initiative can result in strengthen an employee’s work environment. Being a bit hard
towards the employee and asking him to do any work again which has not been executed
in a proper framework and at times showering appreciation and praising the quality of
work are some policies followed at Food Fiesta. The above stated method helps
employees in reaching their desired and expected potential and raises their work
capabilities and standards (McKenna, 2006).
4. Probe Fresh Concepts and Frame Warrior: The basic concept is to create an ample
amount of think tank which is full of ideas and which can lead to improvise business and
carry an interaction with customers and asks for feedbacks related to the betterment of the
products. Food Fiesta allows employees to avail this opportunity to propose in which way
the Food Fiesta should be headed so that it focus in scenario of employee engagement.
Food Fiesta provides environment to employees to be treated as Champions for their
quality work and thus makes a string bonding with its employees (Reynolds and et.al.,
2003).
5. Applaud Healthy Discussion and Dissidence: There are instances where employees are
having a hesitation in sharing certain ideas and opinions which they have in their plan or
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6. strategy. This may result in folding of great idea or opinion. In Food Fiesta each
employee is free to present his views and there are reduced amount of social barriers
which lead in a healthy work place and prompt discussions are carried out. The internal
discussions and arguments should be promoted inside an Food Fiesta and allow to weave
a path suitable for the growth of Food Fiesta and its employees (Pring, 2000).
Barriers in Employee Engagement:
Despite being a prominent Food Fiesta, they face the barrier of employee engagement.
Which et the Food Fiesta to stay backward in the race of competition. Some time it is being
found that, Food Fiesta have allowed the open door policy but still employee’s faces the problem
in the engagement. Well to discuss this topic this part in this essay has generated. To discuss the
barrier of employee engagement, following pints are considered: researcher have studied the
survey reports conducted on employee engagement and then approached each author who made
that report. Their aim was to know that what barriers they have found in employee engagement
and from them researcher found two barriers that act as a barrier in employee engagement is:
(Ramsay and et.al., 2002).
 Lack of engaging leadership
 Changing teams
 Not transforming the ideas
 It’s an HR issue
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7. PROMOTING EMPLOYEE ENGAGEMENT
Every Food Fiesta wants their employee to engage in decision making process, because
of this engagement employee feel motivated and their productivity increases. But the problem is
that what steps or measure should an Food Fiesta should take to promote the employee
engagement, these steps are being discussed following:
1. Communicate clear goals: Goals are the way on which employee reach their given
objective. This have to be so clear in context of what is to be done, how it is to be done,
under whom it has to be done? If the employee is very much clear about their goals and
their process, they will be less confused are will be free from congestion in mind. This let
them to participate in other decision making process for the Food Fiesta (Phillips, D.A.,
2009).
2. Personal attachment: Other than the office work, Food Fiesta should conduct some
seminar where every employee are invited to tell some of their interesting stories which is
very much close to them or they can also share their bad stories. So that they feel light
and can able to make good relation with others (Mone and London, 2009).
3. Feedback: whatever the work that a employee do, feedback for their work should be
given instantly only if they had done something good in there. Negative feedback should
not be given (Mitchell and Jolley, 2012).
4. Support for future: To promote the employee engagement, management must try to
inculcate some managerial skills or to provide them some training in respect of how to
become a leader. This efforts will be seen as a positive efforts from the employee end and
this feels them motivated and they participate in other decision making process.
5. Solving problem: In this part, whenever an employee face any problem related with any
subject or aspect, whether related to personal or with official. Their problem should be
solved collectively from the side of management. By doing so, employee feels secure and
is motivated and this let them to engage in decision making programme (Miner, 2005).
6. Incentives: It is one of the best and universally applied methods to motivate the
employees. Giving incentive to employee for their best effort let them to think that if they
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8. continue to put that efforts will definitely get more incentive in future and hence they
participate in decision making process (McKenna, 2006).
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REFERENCES
Email : help@essayprime.com, Phone: (UK) +44 203 3555 345
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Online
Employee Involvement. 2013. [Online]. Available through:
<http://www.aboutmcdonalds.com/mcd/sustainability/library/policies_programs/commun
ity/employee_involvement.html>. [Accessed on 1st May 2013].
Jane, M., 2013. Ways to Communicate With Your Employees. [Online]. Available through:
<http://smallbusiness.chron.com/different-ways-communicate-employees-10535.html>.
[Accessed on 30th April 2013].
Shiksha. 2012. [Online]. Available through:
<http://www.pg.com/en_US/sustainability/social_responsibility/shiksha.shtml>.
[Accessed on 1st May 2013].
Journals
Brim, B., 2013. Applying Employee Engagement to a Specific Business Problem. Gallup
Business Journal.

9. Saks, M. A., 2006. Antecedents and consequences of employee engagement. Journal of
Managerial Psychology. 21(7). pp.600-619.
Welbourne, M. T., 2007. Employee Engagement: Beyond The Fad And Into The Executive
Suite. Leader to Leader Journal. 44.
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Books
Marrelli, A., 2010. Managing for Engagement -- Communication, Connection, and Courage.
DIANE Publishing.
McBurney, D. and White, T. 2009. Research Methods. Cengage Learning.
McDonald, H. and Adam, S., 2003. A comparison of online and postal data collection methods
in marketing research. Marketing Intelligence & Planning. 21(2). pp.85 – 95.
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Miner, J.B., 2005. Role Motivation Theories. Psychology Press.
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Learning.
Mone, E.M. and London, M., 2009. Employee engagement through effective performance
management: a practical guide for managers. Routledge.
Murray, B. and et.al., 2002. Personality and job performance: Test of the mediating effects of
motivation among sales representatives. Journal of Applied Psychology. 87(1). pp.43-51.
Nawaz, A.M., 2011. Employee motivation: A study on some selected McDonalds in the UK.
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Newman, I. and Benz, C.R., 1998. Qualitative-Quantitative Research Methodology: Exploring
the Interactive Continuum. SIU Press.
Phillips, D.A., 2009. Employee Engagement Model for the Multi-family Rental Housing Industry.
ProQuest
Piersol, B., 2007. Employee engagement and power to the edge. Performance Improvement. 46
(4). pp. 30-33.
Pring, R., 2004. Philosophy of Educational Research. 2nd ed. Continuum International Publishing
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Ramsay, H. and et.al., 2002. Employees and High-Performance Work Systems: Testing inside
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Reynolds, N.L. and et.al., 2003. Theoretical justification of sampling choices in international
marketing research: key issues and guidelines for researchers. Journal of International
Business Studies. 34. pp.80-89.

10. Robbins, S.P., 2003. Essentials of Food Fiestaal behavior- Upper Saddle River. 3rded. New
Jersey: Pearson Education, Inc.
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