Beruflich Dokumente
Kultur Dokumente
If we need to find a way to develop employees in order to become effective contributors to the goals of an organization, we need to have a clear view of what an effective contribution would look like. The use of personal capacities can be very helpful in describing the way in which an effective employee should operate and behave, but there can be no general prescription of an effective employee. Effectiveness will differ with organizational context, and on whose perspective we are adopting. The matter of what, finally, makes an effective employee is a combination of personality, natural capabilities, developed skills, experience and learning. The process of enhancing an employees present and future effectiveness is called development. Meaning of HR+D+Climate HR means employees in organization, who work to increase the profit for organization. , it is acquisition of capabilities that are needed to do the present job, or the future expected job. After analyzing Human Resource and Development we can simply stated that, HRD is the process of helping people to acquire competencies. Climate, this is an overall feeling that is conveyed by the physical layout, the way employees interact and the way members of the organization conduct themselves with outsiders. (It is provided by an organization.) Organizational climate is a set of characteristics of an organization which are referred in the descriptions employees make of the policies, practices and conditions which exist in the working environment. Abraham An organization became dynamic and growth oriented if their people are dynamic and proactive. Through proper selection of people and by nurturing their dynamism and other competencies an organization can make their people dynamic and pro-active. To survive it is very essential for an organization to adopt the change in the environment and also continuously prepare their employees to meet the challenges; this will have a positive impact on the organization.
should have loyal mind-set towards their organization. Bottom level workers have to work with dedication. They should have realisation that organization is their organization. Motivator role of Manager and Supervisor : - To prepare Human Resource Development Climate, Manager and Supervisors responsibilities are more or we can say that they are the key players. Manager and Supervisors have to help the employees to develop the competencies in the employees. To help the employees at lower level they need to updated properly and they need to share their expertise and experience with employees. Faith upon employees : - In the process of developing HRD Climate employer should have faith on its employees capabilities. Means whatever amount is invested that should be based on development of employees. Top management should trust the employees that after making huge effort to develop employees, employees will work for the well being of organization and for human being also. Free expression of Feelings : - Whatever Top management feels about employees they have to express to employees and whatever employees think about top management it must be express in other words we can say that there should not be anything hidden while communication process. Clear communication process will help to establish the HRD Climate. Feedback : - Feedback should be taken regularly to know the drawbacks in system. This will help to gain confidence in employees mind. Employee will trust on management and he can express his opinion freely which is very good for HRD Climate. Feedback will help to remove the weakness. Helpful nature of employees : - Whenever we talk about 100% effort then we have to talk about employees effort too. Nature of employees should be helping for management and for its colleagues. They should be always read to help to customers too. Supportive personnel management: - Personnel policies of organization should motivate employees to contribute more from their part. Top managements philosophy should be clear towards Human Resource and its well being to encourage the employees. Encouraging and risk taking experimentation : - Employees should be motivated by giving them authority to take decision. This concept is risky but gradually it will bring expertise in employees to handle similar situation in future. It will help to develop confidence in employees mind. Organisation can utilize and develop employees more by assigning risky task. Discouraging stereotypes and favouritism : - Management need to avoid those practices which lead to favouritism. Management and Managers need to give equal importance. Those people
who are performing good they need to appreciated and those who are not performing good they need to be guided. Any kind of partial behaviour should be avoided. Team Spirit : - There must be feeling of belongingness among the employees, and also willingness to work as a team.
Importance of looking at the organisation climate are: Looking at the organizational climate, which means taking a closer look at what is happening in and around in the HR scenario of the various organization. It is essential to work on because directly or indirectly this environment affects the organization and the employee. Importances are: Environmental factors of HR are prime influencing elements of change in HR strategy. It gives HR professionals time to anticipate opportunities in HR area and time to plan optional responses to these opportunities. It helps HR professionals to develop an early warning system to prevent threats emerging out from HR scenario, or to develop strategies, which can turn a threat. It forms a basis of aligning the organisation strengths to the changes in the environment. It enables the entry of the latest national/international HR developments. Measuring HRD Climate Economic condition An organisations economic condition influences its culture in several ways. The more prosperous an organisation is the more it can afford to spend on research and the more it can afford to risk and be adventurous. Leadership Style : An organisation leadership style plays a profound role in determining several aspects of its culture. An authoritarian style may make the organisations culture characterized by high position structure, low individual autonomy, low reward orientation, low warmth and support and so on, or it may be opposite, like goal directed leadership.
Managerial assumption about human nature : Every act on the part of the management that involves human beings is predicated upon assumptions, generalizations and hypotheses relating to human behaviour. There are two theories of behaviour (Theory X and Theory Y). Managerial values and ethos : The feeling of managers about norms and values what is good and what is poor as management practice. There are few dimensions on which it can be checked. They are self-awareness, risk-
taking, participation, bureaucracy, equity, employees security and growth. Organisation size : An small organizations there are few levels of management, these are generally more amenable to democratic and participative functioning than big organisations. More open communication system in small organisations. Hence these organisations have a different type of climate than what are in big organizations
These techniques include: Performance, appraisal, Potential appraisal, Career planning and Development, Training, Management development, Organizational development, Social and Cultural programs, and Workers participation in management and quality circles. The third category includes the outcomes contribution of the HRD process to the goals of the organization, group, individuals and the society.
The informal communication does both good and bad to the organization. The advantages of informal communication are:
1. It acts as a driving force to untie the workforce in cases of common matters; 2. It saves time and energy as the information flows at high speed; 3. It has immediate response from the receiver; 4. It provides the scope for creation of new ideas; 5. It satisfies the communication needs of various employees, 6. It provides scope for immediate feedback.
Organizational climate refers to a system of shared meaning held by members that distinguishes the organization from other organizations.
Employee engagement
Employee Engagement is a barometer measuring the association of the person in the organization. The degree of Employee Engagement affects an individuals physical and mental health. Since Employee Engagement is a type of mental feeling, its favorableness or unfavourableness affects the individual psychologically which ultimately affects his physical health. Employee Engagement has a variety of effect including an individuals physical and mental health, productivity, absenteeism, and turnover. It can be seen as a combination of commitment to the organization and its values plus a willingness to help out colleagues (organizational citizenship).Employers today are using many methods to analyze the engagement of employees(survey, feedback, performance appraisal etc.). Engagement is not about driving employees to work harder, but about providing the conditions under which they will work more effectively or in other words, it is about releasing employees discretionary behavior. This is more likely to result from a healthy work life balance than from working long hours. Engagement can be said to have three dimensions: Emotional engagement - being very involved emotionally with ones work Cognitive engagement - focusing very hard whilst at work Physical engagement - being willing to go the extra mile for your employer
Different groups of employees are influenced by different combinations of factors, and managers need to consider carefully what is most important to their own staff. Adopting an effective engagement strategy can provide an opportunity for HR practitioners to acquire new skills and work alongside professionals in other parts of the business, including those responsible for marketing and corporate social responsibility. In order to engage their employees employers should consider following things:
Allowing people the opportunity to feed their views and opinions upwards is the single most important driver of engagement
keeping employees informed about what is going on in the organisation is critical employees need to see that managers are committed to the organisation in order to feel engaged
Having fair and just management processes for dealing with problems is important in driving up levels of performance.
Engaged employees are more likely to act as organizational advocates than disengaged employees and can play a powerful role in promoting their organization as an employer of choice. Research confirms however that there is a significant gap between levels of engagement found among employees and those that would produce optimum performance. HR professionals need to recognize that engagement is a strategic issue that cannot simply be left to manage itself. Organizations should review their communications and particularly their arrangements for listening to employee opinions. Line managers need support in designing challenging jobs and managing effective teams. Numerous definitions of engagement can be derived from the practice- and research driven literatures. Additional definitions can be attributed to folk theory: the common intuitive sense that people, and particularly leaders within organizations, have about work motivation. Common to these definitions is the notion that employee engagement is a desirable condition, has an organizational purpose, and connotes involvement, commitment, passion, enthusiasm, focused effort, and energy, so it has both attitudinal and behavioral components. The antecedents of such attitudes and behaviors are located in conditions under which people work, and the consequences are thought to be of value to organizational effectiveness. As a folk theory, engagement is used in a manner that implies the opposite of disengagement. For example, a number of popular views of engagement suggest that engaged employees not only contribute more but also are more loyal and therefore less likely to voluntarily leave the organization. However, for present purposes, we choose to focus on only those aspects of engagement that have positive valence (obviously from low to high). We believe that this is crucial to developing conceptual precision in that it maintains a clear intentional focus on benefits that inure to the organization. For example, certain behaviors that might be considered adaptive on the part of the individual (e.g., taking a mental health day as a form of adaptive withdrawal) would not be considered within the present framework. At least temporarily, we are not taking a position on
whether engagement and disengagement are opposites (i.e., perhaps the opposite of engagement is non engagement rather than disengagement or perhaps even burnout; Gonzalez-Roma, Schaufeli, Bakker, & Lloret, 2006). Rather, we simply choose to arbitrarily exclude from consideration models of behavior that focus on withdrawal, maladaptive behavior, or other disengagement phenomena.
Operationally, the measures of engagement have for the most part been composed of a collection of items representing one or more of the four different categories: Job satisfaction. Organizational commitment. Psychological empowerment. Job involvement.
Engagement as satisfaction:
To some, engagement and satisfaction are linked directly if not regarded as completely isomorphic. Thus, Harter et al. explicitly referred to their measure as satisfaction-engagement and defined engagement as the individuals involvement and satisfaction with as well as enthusiasm for work.
Engagement as commitment:
Some practitioners define engagement in terms of organizational commitment. For example, Wellins and Concelman suggested that to be engaged is to be actively committed, as to a cause. The Corporate engagement when it is conceptualized as positive attachment to the larger organizational entity and measured as a willingness to exert energy in support of the organization, to feel pride as an organizational member, and to have personal identification with the organization.
specifically equated job involvement and job commitment. Similarly, in his review and metaanalysis of job involvement, Brown indicated that a state of involvement implies a positive and relatively complete state of engagement of core aspects of the self in the job.
Although there is considerable ongoing debate regarding the primary dimensionality of affect, our concern here is with regard to the descriptors (markers) used to characterize PA. PA markers for the Positive and Negative Affect Schedule (PANAS) include among
others attentive, alert, enthusiastic, inspired, proud, determined, strong, and active, precisely the kinds of descriptors occasionally explicitly but more often implicitly used in contemporary engagement definitions.
In keeping with Staw, Larsen and Diener, Warr, and others, these markers of PA connote high levels of activation. This is consistent with the practitioner literature. For example, within the popular management press, this is referred to as passion and excitement or simply emotional engagement. PA is variously used to describe mood states, more temporary and intense emotional states, and as a dispositional trait, or the tendency to experience events, circumstances, and situations more positively, further adding to the potential confusion.
Toward Untangling the Jangle: A Framework for Understanding the Conceptual Space of Employee Engagement
To move the discussion of what engagement is to a more concrete level, consider the overall framework for understanding the various components that the engagement construct might subsume.
Figure shows that engagement as a disposition (i.e., trait engagement) can be regarded as an inclination or orientation to experience the world from a particular vantage point (e.g., positive affectivity characterized by feelings of enthusiasm) and that this trait engagement gets reflected in psychological state engagement. We conceptualize psychological state engagement as an antecedent of behavioural engagement, which we define in terms of discretionary effort or a specific form of in-role or extra role effort or behaviour.
Figure also shows that conditions of the workplace have both direct and indirect effects on state and behavioural engagement. The nature of work (e.g., challenge, variety) and the nature of leadership (especially transformational leadership) are the conditions that most interest us. Figure
shows, for example, that work has direct effects on state engagement and indirect effects as a boundary condition (moderator) of the relationship between trait and state engagement.
With regard to leadership, Figure shows it having a direct effect on trust and an indirect effect through the creation of trust on behavioural engagement; more on Figure later.