When employees get dissatisfied, they tend to develop negative behaviors or attitudes that may impede the organization’s productivity and profits in return. It is, thus, the job of the employee relations manager to come up with essential strategies aimed at improving the workplace’s environment (Dickson, 2011). As the employee relations manager, my initiative to improving employee’s commitment to work ethics focused on examining both external and internal barriers, in addition to communication, and management relations.
Employee engagement is of vital significance to a business’s overall performance. Through employees’ behaviors, one can note their commitment to a company as those who are in for the success of the organization often appear more satisfied and less stressed. With the current diverse workforce, new classes of people have developed. These include those with comprehensive tastes, networks and even attitudes, hence ensuring a smooth running of the groups is vital for any workplace. Moreover, with the difference in beliefs, values, and backgrounds, the working environment is bound to get in problems as employees have different opinions and desires (Stamm & Coffman, 2012).
I would consider employee engagement as my overall strategy for improving employee overall performance and attitude at work. Employees want to feel connected to the company and be constantly reminded of how their efforts are contributing to the organization’s overall performance. Being engaged makes them feel valued and wanted, which will be good for the organization, More so, employees who do not feel connected with the company tend to portray dissatisfaction through behavioral withdrawals such as absenteeism, low production, disregard to company ethics or even engaging in minor misconducts such as property thefts (Dickson, 2011).
Training also promotes interactions among the employees, and in the long run employee knowledge on company ethics may also improve. Interactions allow employees to learn about each other’s values and beliefs, hence creating better understanding among them. Interactions can be promoted in several ways. For instance, if one of the team members attains his or her quarterly or monthly goal, the whole department may consider it as a win for the whole team and celebrated as a group. Moreover, it is also during these events that one can get to communicate or share the company’s ethics as everyone is free to share their thoughts (Kruse, 2012).
Lastly, emphasizing on work-life balance as a way to improve personal well-being, minor thefts and casual regard for company property will be minimized. To achieve a balance between personal and work life may often seem as an impossibility to many. It is difficult for one to find the right balance to ensure that both sides receive enough attention. Therefore, by providing flexible hours or work from home options, employees tend to remain engaged at work and also learn to value their work. The option may be communicated to the employees through their supervisors or during departmental meetings.
References
Dickson, D. A. (2011). Fostering employee engagement: Practical tools and best practice techniques. Amherst, MA: HRD Press.
Kruse, K. (2012). Employee engagement 2.0: How to motivate your team for high performance: a "real-world" guide for busy managers. S.I.: Kevin Kruse.
Stamm, S., & Coffman, C. (2012). 42 rules of employee engagement: A straightforward and fun look at what it takes to build a cultre of engagement in business 2nd ed. Cupertino, CA: Happy About.
