Marketing and Trasforming Business in Porcini's Company Case Study

Social Science

Sociology THEORY ESSAY Most of the things we think about human? s conduct has come out as a result of the diverse mental hypotheses. We may address why there are such a significant number of various mental viewpoints, which one is correct and which one isn't right. Most Psychologists these days would state that none of the speculations are right. In any case, in the good 'ol days, the Psychologists would concur that all the speculations were the main really logical one. Brain research is a science committed to the investigation of our psyche and conduct. There are various methods of understanding the human psyche and conduct, those ways are called perspectives.A viewpoint is fundamentally a perspective or a method of looking at how as some things are connected together and their significance. Sigmund Freud known as the dad of analysis was a well known physiologist, clinical specialist and a persuasive mastermind of the mid twenties. Freud was the person who made another technique to comprehend the human character. He had one of the most provocative personalities of the only remaining century. Freud was the one that improved the hypothesis of psychodynamic brain science and the popular treatment known as psychoanalysis.Freud was one of the most splendid masterminds in the only remaining century, he brought open consideration by his thoughts of we for the most part are not aware of the parts of ourselves. He accepted that what individuals are aware of is represented in our brains, recollections and sentiments. Freud accepted that the things we encountered in the past are a piece of our brain that he called the oblivious. Be that as it may, we can't get to the substance in our oblivious, they frequently show up in our fantasies. Freud depicted the oblivious psyche has an icy mass where just a little piece of it is open to awareness.The part of the oblivious that he trusted it very well may be gotten to effectively he named the pre-cognizant. The significance of an early encounter is clearly shown by Freud’s improvement hypothesis of psychosexual turn of events. He depicted that each phase of our life focuses on a piece of the body that is applicable at that stage. On the off chance that the requirements of the individual are accomplished on that stage, the individual was all set into the following stage. Nonetheless, on the off chance that the individual battles to accomplish that stage, at that point the person in question gets stuck in this stage.Freud accepted that these outcomes are the ones that we bring through into the adulthood and it can clarify our practices further down the road. Stretch and Whitehouse (2010) The beginning period of an individual is known as the oral stage. The emphasis on this stage is on the mouth and exercises like, sucking, licking and gnawing. Freud accepts that there could be two explanations behind obsession. On the off chance that the newborn child was disheartened two early, It could make the baby feels unsatisfied and the newborn child could turn into an antagonistic, wry person.If, in the other hand, the newborn child was over-satisfied, the newborn child could build up a simple character, effectively confiding in others and with a propensity of swallow anything. The beginning time keeps going from birth to roughly year and a half. Stretch and Whitehouse (2010) If the baby gets past the phase without any issues, the following stage is known as the butt-centric stage, where the newborn child centers around perspectives to do with potty preparing. On the off chance that there is a battle between the guardians and the youngster during the potty preparing or if the kid doesn't feel good while potty preparing, they may revolt by holding their faeces.This sort of obsession is called anally retentive. The kid isn't allowed the chance to appreciate potty preparing so the youngster can turn into an extremely disrupted individual. During the ages of four and five, the youngster goes through the phallic stage. Freud accepted that this stage is related with apprehension and blame sentiments about sex and dread of emasculation for guys. In the event that this stage isn't passes effectively, this hypothesis recommends that a kid could become gay and a young lady could turn into a lesbian. Freud thought these were unusual obsessions yet these days the vast majority would not see them in the manner Freud did.When the kid arrives at the age of five until the age of seven, the kid gets into the inertness stage where the person centers around the social condition and the improvement of companionships. The last psychosexual stage is the genital stage where the pubescence starts. Freud accepted that the less focused the individual has become during the previous stages, the more effectively this stage will be arranged, bringing about the capacity to frame most grounded hetero associations with a capacity to be warm and cherishing just as to get love in another, develop fas hion.Overall, Psychoanalysis is typically used to fix sadness and any kind of dysfunctional behavior. Clinicians additionally accepted that their treatment would discharge subdued feelings, it would make the oblivious cognizant. Functionalism is known as a sociological viewpoint that sees the general public working in harmony and congruity with one another, making a huge commitment to the smooth running of the general public. The general public cooperates utilizing social techniques to control and manage degenerate individuals from gatherings, to ensure the general public capacities smoothly.Talcott Parsons was an American humanist who helped in the advancement of functionalism and sociological perspectives. He accepted that society was a framework made of interrelated organizations and consequently, the general public would run smooth. He additionally accepted that the fundamental job of a foundation was to mingle people and ensure they had the option to comprehend the estimations of the general public and act in a satisfactory manner. Functionalism says that everything and everybody in the general public fills a need, regardless of how odd it might appear. For instance, wrongdoing is seen all around as trouble.Functionalists, anyway says that wrongdoing fills a few needs. They accepted that wrongdoing is required for the work of criminal specialists, cops and others related fields to work. On the off chance that at any second wrongdoing vanish from the planet, a great many employments related with wrongdoing would never again be vital. Stretch and Whitehouse (2010) Functionalism got some analysis for overlooking the negative viewpoints in occasions, for example, separate. Pundits additionally announce that the point of view of functionalism legitimizes the sculptures of quo and lack of concern with respect to society members.Functionalism doesn't convince individuals to attempt to change their social condition, regardless of whether those progressions could profit them. Functionalism is likewise reprimanded for its absence of testability. Functionalism is depicted as the most summed up and useless of the sociological schools. It isn't legitimately sync with changeability among societies and it doesn't clarify the adjustments in the general public. Marxism was first evolved by a German Philosopher called Karl Marx. He thought about that singular conduct was molded by society yet he accepted that the monetary framework characterized society and individuals? place inside it. Marx held the perspectives that the modern culture of his time there were two social classes: The bourgeoisie or industrialist that were depicted as a little amazing gathering who claimed all the variables, workplaces and different work environments and the Proletariat that were an a lot bigger and more unfortunate gathering that were utilized by the business people. Stretch and Whitehouse (2010) Marx’s see was that those two social gatherings would consistentl y get into strife as the industrialists were the ones that claimed the workplaces and they would need higher profits.In the opposite side the representatives, the ones on the low class gathering, would request more significant compensations. That is the explanation that Marxism is normally called the contention model. Marx accepted that those contentions between the industrialists and the low class could cause an insurgency. Women's liberation is frequently observed for instance of a contention model. Abbot and Claire Wallace (1990) were two ladies who contended about the male control in the general public. They said the general public didn't give enough consideration to the issues of the ladies and their place in the society.There are three distinct sorts of woman's rights: Marxism woman's rights, Radical women's liberation and Liberal women's liberation Marxism Feminists consider ladies to be a regular workers. They accepted that ladies meet the social, passionate and physical nec essities of their kids and they are prepared to work for their family and kids on what's to come. Ladies realize how to keep up their spouses or accomplices, they are acceptable at preparing suppers and they deal with their youngsters appropriately without being paid. Stretch and Whitehouse (2010) Radical woman's rights accepts that it isn't the private enterprise or public activity that rules ladies, yet men.They state that ladies are housewives and moms. They accept there isn't uniformity between the genders and ladies are just expected to deal with the youngsters and accomplish house work Liberal Feminism concur that the progressions happening now and the one that will most likely occur later on, for example, the progressions of mentalities, equivalent compensation and sex separation brought greater correspondence between the two genders. Marxism asserts that the medical issues individuals have are firmly identified with the unfortunate and unpleasant work environments.Marx accep ted that medical issues are not the aftereffect of individual shortcoming, yet the inconsistent social structure and class disservices that are replicated under free enterprise. Marx accepted that the examples of mortality and sickness are most likely identified with occupation, particularly on account of modern regular workers. Marxism contends that medication isn't an autonomous control, yet a part of monetary creation which react to the political needs of the entrepreneur framework in general. A few Marxists contend that the NHS benefits the bourgeoisie by guaranteeing that their laborers stay all around ok to work.Most of those laborers comprehended their disparity however accepted that the framework was reasonable. Marxism examined that the free wellbeing administration was a triumph for the low class, the common laborers, as the bourgeoisie used to get the best consideration first. Marxism recei

How to Find Writing Inspiration When You Run Out of Ideas

How to Find Writing Inspiration When You Run Out of Ideas In ancient Rome and ancient Greece, if a writer or artist couldnt tap into the inspiration needed to complete an artistic project, it wasnt their fault. It was a commonly held belief that creativity came from a spiritual entity outside of the artist, known by the Romans as a Genius and by the Greeks as a Daemon. If inspiration wasnt present, the writer would simply wait until the divine chose to visit once more.In modern-day thought, this concept has changed, leaving the creative with full responsibility to be inspired and create. Its an extraordinary burden, especially if your livelihood depends on it, but telling your editor or client, Sorry, my daemon didnt visit today, so I cant meet the deadline doesnt work.So how do you find inspiration when you run out of ideas or feel writers block weighing heavily? Here are a few ideas.Finding consistent creative inspiration can be an extraordinary burden, especially if your livelihood depends on it. Photo by Jhonis Martins from Pexels.Watch TVNormally, youd think that television is the bane of a writers existence. However, if its inspiration you want, there are multiple shows available that provide a solid foundation for character building, storytelling, and setting the right tone. This article about shows for writers to binge watch on Netflix offers a list of some good ones to get you started.Go on a pilgrimageLiving in the South, I am within a days drive from famous literary meccas like William Faulkners Rowan Oak and Flannery OConnors childhood home. These locations are full of details that would inspire any writer, such as the outline to A Fable in Faulkners own handwriting on the walls of his home. Youll also see the settings that inspired your favorite writers and learn a little more about who they were as people going about their daily lives.Write about writingWriting is a process and like any other process, you need to contemplate the steps to master it. The best way to pull off this sort of contemplation is t hroughâ€"you guessed itâ€"writing. Take a moment to write about why you enjoy writing in the first place. What is it about the act of writing that is cathartic for you? Is it something you really need an audience for or are you happy just exploring it on your own? How has writing changed your life and how do you imagine it will continue to do so? Exploring these questions will help you find the inspiration you have lost.Use stream of consciousnessWilliam Faulkner, Marcel Proust, Jack Kerouac and Virginia Woolf all understood the power of stream of consciousness writing. You can harness that power to find inspiration when its lurking out of reach. Stream of consciousness involves immediately writing what comes into your mind, without attention given to grammar, punctuation, or even logic. Often, this kind of writing is full of sensory detail that isnt present when we apply rules, so experimenting with it is a great way to get creativity flowing. Also, the lack of attention given to e diting allows for you to put words on a page in their purest form.Ask questions to total strangersEveryone has a story to tell. And some are desperately waiting to tell it, if only they could find a willing listener. Thats why talking with a total stranger is underrated, especially if youre a writer looking for inspiration. However, those with a knack for writing also tend toward social anxiety, so it isnt easy for everyone to walk up to a stranger and start a conversation.Thats where social media and the Internet can help. Posing questions that are open to a wide audience, on websites such as Quora, will yield a lot of interesting responses. And many people feel safe enough behind a computer screen where they are not afraid to get personal, or share intimate details about their past experiences, which makes the process even more inspiring.Listen to musicMusic is one of the easiest ways to tap into the subconscious. Genres ranging from electronica and ambient to jazz and classical o ffer a soundscape that is often without words, allowing you to close your eyes and let the words find you. Listening to music can help you visualize scenes and characters from a place of pure creativity, while relaxing your mind enough to return eventually to your typewriter or laptop with the inspiration you need.Sometimes, playing music while writing can help you set the right tone for your scenes. If you cant do both, try putting on headphones and closing your eyes to see which words the music evokes.Listening to music can help you visualize scenes and characters from a place of pure creativity. Photo by Juja Han on Unsplash.Tidy upThere is scientific proof that clutter dampens the brains ability to focus. In fact, visual clutter suppresses the brains responsiveness and increases anxiety. Simply putâ€"the brain becomes overloaded with visual stimuli and tries to sort through it all, leaving little capacity remaining for things like writing. Taking the time to tidy up your office or writing space not only clears your mind in the processâ€"it also allows your focus to be sharper when you eventually do sit back down to write.Observe peopleYou learn a lot by watching others, especially if youre a writer. Observing their movements and their idiosyncrasies, along with the way they interact with others around them, teaches you more about character building than any book ever could.You dont have to be creepy about it, either. Simply find a spot where people pass by often and watch. Keep a notebook handy to jot down any interesting ideas or details you notice. While the point of this kind of observation is to clear your mind and find inspiration when its elusive, it could become fodder for characters you intend to create and stories youve yet to write.Listen to podcasts by and about creativesSometimes, all you need is practical advice from others who have traveled the same path youre traveling. Podcasts are an excellent way to find inspiration, whether theyre on the topic of writing or simply interviews with other authors and creatives. Here are five great TedTalks to inspire your writing and there are hundreds more available through sites like TED, which offers listeners a customizable search across topics, languages, and podcast duration.One of the great things about listening to a podcast is you can multitask while doing it, which is especially helpful for writers who have a 9 to 5 job or a busy family life. Podcasts can be downloaded to your smartphone and played on your morning commute to work, and you can listen to one while cleaning house or folding the laundry. Filling your mind with inspirational discussions and talks means less room for self-doubt and criticism, which can be detrimental to a writers creative endeavors.Go to natureTranscendentalist essayist Henry David Thoreau once wrote, I went to the woods because I wished to live deliberately, to front only the essential facts of life, and see if I could not learn what it had to te ach, and not, when I came to die, discover that I had not lived. This quote summarizes Thoreaus approach to inspiration in that he understood how being alone in nature had a profound impact on his creative pursuits.You dont have to be a Transcendentalist to benefit from this practice. Stepping outside of your writing space for a while, walking, and breathing in the fresh air are all good for your body, as well as your mind. Often, a simple change of environment is all thats needed to get creativity flowing. When the environment is quiet and peaceful, you can use it as a meditative moment to clear your mind of all the clutter and focus in on whats importantâ€"your writing.Read a bookStephen King once wrote, If you dont have time to read, you dont have the time (or the tools) to write. Simple as that. For writers, reading allows you to internalize multiple things that will help you in your own creative pursuits, such as what publishers and audiences are looking for, how great stories are crafted, and how to make dialogue flow naturally on the page. Reading expands your vocabulary and provides cues for what works and what doesnt, while indirectly teaching you about everything from character building and narrative technique to the pace and tone that works best in a particular genre.If your intent is to publish your work, it is especially important that you read other authors within that genre to get a feel for whats out there and what your intended readership will expect. Additionally, when soliciting your manuscript to agents and publishers, youll need to include information about other books on the market that would be similar to yours in a competitive analysis. In this analysis, youre expected to state what will set your book apart from the others, and you cant do this unless youre well-read in the genre.

Profile of Serial Rapist and Killer Cesar Barone

Cesar Barone was a convicted serial rapist and murderer whose preferred victims who were senior-aged women. Even the hardest of criminals found Barone repulsive and his crimes so inhuman and revolting that there was an exception to the rule among the inmates, that in his case, snitching on him was acceptable. Childhood Years Cesar Barone  was born Adolph James Rode on December 4, 1960, in Fort Lauderdale, Florida. For the first four years of his life, Barone received loving attention from his parents and his older brother and sister. But soon after turning four, his mother fell in love with another man and left the family. Rodes father worked as a carpenter and struggled to maintain a balance between working and raising three children on his own. It was not long before he had a girlfriend, Brenda, who would often care for the children when Rode had to work. During that time, she developed a special relationship with Jimmy because he was the youngest and because he was the most difficult of three children to discipline. In March 1967, Rode and Brenda married and she seemed to naturally glide into the role of step-mother. She had a good relationship with the two older children, but after caring for Barone for two years, she had developed some real concerns about his development. She told Rode senior that the child needed psychiatric care. Although he agreed, he never made the arrangements. Other than having to deal with disciplinary problems with Barone, life in the Rode home was going along nicely. Rode senior was making more money in his new job as superintendent and the family moved to a new home in an upscale neighborhood. The children enjoyed their own swimming pool and visited Brendas mother regularly at her ranch where there were ponies for the kids to ride. However, life began to sour after Barone started going to school. Brenda received regular calls from Barones teachers in regards to his bad behavior. He was always stealing toys in nursery school. He was expelled from kindergarten because he was such a troublemaker. In the first grade, his behavior grew even worse and he began to threaten the other children, sometimes with knives, other times with lit cigarettes. Barone was so difficult to deal with that that he was banned from coming into the school lunchroom. Brendas attempts to discipline Barone failed. Barones father dealt with his sons problems by making an effort to show him more attention. He would take Barone and his older son Ricky to play golf and attend sporting events. Teen Years By the time Barone reached his early teens, he was out of control. He had become a regular drug user, often smoking pot and downing LSD or snorting cocaine. He regularly shoplifted especially for beer, burglarized nearby homes and harassed his elderly neighbors for money. The pressure in the Rode home became intense, as did the family arguments over how to deal with Barones poor behavior and his obvious lack of respect for Brenda. Unhappy with the situation, Rode and Brenda separated, and Barone got what he had hoped for - Brenda was out of the picture. Without her constantly monitoring his behavior and reporting it all to his father, Barones behavior grew even worse as did his obvious disdain for women. Alice Stock Alice Stock was a 70-year-old retired teacher that lived alone, not far from the neighborhood where the Rodes lived. On the evening of October 5, 1976, Stock called a friend for help. She told her friend that Barone had broken into her home, threatened her with a knife, and demanded that she remove all of her clothing. Frozen in fear, the elderly woman did nothing and Barone left without harming her. Barone was arrested and sentenced to two months and 11 days in a Florida reform school. From Shoplifting to Burglary April 1977 - Barone was questioned and then released after he admitted to burglarizing three homes of elderly women who lived alone.   August 23, 1977 - Barone was arrested on another burglary charge, but released. August 24, 1977 - Barones fingerprints were found inside a home that had been burglarized near the Rodes home. Barone ultimately confessed to nine other burglaries and unlawful entry into two other homes, but only because the detective questioning him agreed not to press charges if Barone was honest. First Prison Sentence Barone, now 17 years old, never faced charges on the multiple burglaries, but he was arrested and charged with burglarizing the house where his fingerprints were found. On December 5, 1977, Barone was sentenced to three years in the Florida State Penitentiary.   At the time, Florida had a system that allowed young, nonviolent offenders to bypass the hardcore state prisons. Instead, Barone was sent to Indian River, a low-level prison that was more like a reformatory and that had liberal parole policies for inmates that adapted to the environment, did their jobs and behaved. At first, Barone appeared to be going along with the program. By the middle of January 1979, he was transferred to a low-security institution and permitted to work outside of the prison. If he continued on as he had been doing, he was looking at being paroled by May 1979, seven months short his three-year sentence. However, it wasnt in Barones design to be good, at least for not long. After being there for a month, Barone was cited for failing to be at his assigned job and also suspicion of stealing money from the job. He was promptly sent back to Indian River and all parole dates were off the table. Barone quickly cleaned up his act again, followed the rules and by November 13, 1979, he was released from prison. A Second Attack on Alice Stock Two weeks after Barone had returned home, Alice Stocks nude body was found in her bedroom. The autopsy report showed she had been beaten, raped, and sodomized with a foreign object. All evidence, although only circumstantial, pointed to Barone. The case remained officially unsolved. No Boundaries In January 1980, Barone and the rest of the Rode family, including the ex-stepmother Brenda, were still mourning the tragic death of Barones older brother Ricky, who had died in a car accident three days after Christmas. Ricky was the proverbial perfect son, a nice young man and a great brother to Barone, despite that they were opposites in every aspect of life. Most anyone who knew the Rodes probably shared a similar thought that the wrong brother had died. According to Brenda, she said as much directly to Barone during the funeral  but instantly regretted it.In an effort to make amends, she gave Barone a car that she no longer needed, a gift he readily accepted. A month later, Barone, now 19 years old, showed up at Brendas home and said he needed to talk and that he was upset about Ricky. She invited him in and although they did talk for awhile, that was not the real intention behind Barones visit. Just as he was about to leave, he viciously attacked Brenda and raped her, telling her he had thought about doing it for years. After the rape, he began to strangle her, but she fought and managed to escape to the bathroom. Barone left after several failed attempts to open the bathroom door. As soon as she felt it was safe to leave the bathroom, Brenda contacted her ex-husband and told him about the attack and showed him the bruises on her neck. Brenda and Rode decided not to call the police. Barones punishment was that he would no longer be part of the Rode family. Their relationship was forever severed. A Call to Mother Around mid-March 1980, Barone was arrested for attempted burglary. If found guilty, he was also going to be in trouble for violating his parole. He called his real mother and she posted his bail.   Mattie Marino Mattie Marino, age 70, was Barones grandmother on his mothers side. On the evening of April 12, 1980, Barone stopped by Matties apartment and said he needed to borrow thread. Then, according to Marino, Barone attacked her, hitting her with his fists and then beating her with a rolling pin. He then choked her and smiled while he applied more pressure. She begged him not to hit her again and he abruptly stopped, took her checkbook and money and left the apartment. Barone was found not guilty of the attempted murder of Marino. However, he was not a free man. His parole had been revoked for the March burglary charges and he went from the courtroom to a jail cell to await his trial that was scheduled for the following August. A Real Prison This Time In August, Barone was found guilty of burglary and sentenced to five years, but this time in a prison for adult criminals. Despite the judges sentence, if he followed the rules, he could be out in two years.   Typically, Barone could not follow rules and in July 1981, with just a little over one year left before being paroled, Barone attempted to escape while working on a highway. He continued to violate prison rules over the next month. This earned him an additional year onto his original sentence. Because of the attempted escape, Barone was moved to another prison.  It was decided that the best place for him was the Marion Correctional Institution. Barone was a trouble maker at Marion, just like he was at the other prisons. His infractions included fighting with other inmates, leaving his assigned work areas, and shouting obscenities at prison employees. He went from being categorized as a medium risk to the next highest level, a close (or high) risk inmate. He was transferred to the Cross City Correctional Institution and his new release date, if he stayed out of trouble, was October 6, 1986. Gladys Dean Gladys Dean was a 59-year-old prison employee that had worked for several years overseeing the prison kitchen. Barone was assigned to cleaning the room where the kitchen garbage was thrown and Dean was his supervisor. On August 23, 1983, Barone physically attacked Dean and tried to remove her clothing, then began to strangle her, but Dean managed to get the upper hand and Barone fled the kitchen. Barone continued to the test the system and during a search of his cell, pieces of a hacksaw were discovered under his mattress. Prison officials decided he was too high risk and at the end of October  1983, he was moved to the Florida State Prison, which was considered in the world of convicted criminals as being hard time. There he received an additional three-year sentence for the attack on Gladys Dean.   Barone was now looking at being in prison until 1993. Had he behaved he could have been out in 1982. This was possibly a wake-up call for Barone. He managed to stay out of trouble and was given a new parole date of April 1991. Ted Bundy During his time at Florida State Prison, Barones work assignment gave him the opportunity to meet and talk with serial killer Ted Bundy who was awaiting execution. Barone, who was in awe of Bundy, took pride in their supposed conversations and he liked to brag to the other inmates about it.   Prison Romance In July 1986, Barone and a woman from Seattle, Washington, 32-year-old Kathi Lockhart, began corresponding through letters. Lockhart had placed an ad in the singles section of the newspaper and Barone had answered it. In his first letter to Lockhart, he described himself as being an Italian from Milan and he inflated his educational background, saying he had studied languages in three different countries. He also added that he had been in the Italian Special Forces. Lockhart found his profile interesting and they continued to write to each other on a regular basis. It was during their correspondence that Barone (who was still going by his birth name, Jimmy Rode) decided to officially change his name to Cesar Barone. He explained to Lockhart that he had always felt that he should have the family name of the people who raised him in Italy.   Lockhart believed all of the lies that Barone fed her and they formed a relationship which was solidified face-to-face in April 1987 when Barone received an early parole date and was released from prison. With nothing left for him in Florida and with a feeling of liberation of having a new name, Barone headed to Seattle.

The Functional Equivalent Of The Border And The Fourth...

The functional equivalent of the border and the Fourth Amendment closely tie together in the fact that although the government has the power to conduct warrantless border searches, in the essence of the law, the Fourth Amendment strictly prohibits unreasonable searches and seizures and requires a warrant to be present to conduct the search. Understand when mentioning â€Å"functional equivalent†, this means the final port of entry after persons and property have entered the United States. The Fourth Amendment originally enforced the notion that â€Å"each man’s home is his castle†, secure from unreasonable searches and seizures of property by the government. It protects against arbitrary arrests, and is the basis of the law regarding search warrants, stop-and-frisk, safety inspections, wiretaps, and other forms of surveillance, as well as being central to many other criminal law topics and to privacy law. (Cornell University Law School, 2015) Functional Equivalent border searches can happen under (2) circumstances: (1) the search was immediately conduct after crossing the border and (2) there is no probable cause suggestion tampering. This can have both positive and negative outcomes. Extended border searches are conducted when there is reason to believe that the person and/or property has been compromised and a potential threat to national security has been breached. When conducting possible searches and seizers, the Fourth Amendment is made to protect unreasonable conduct. Due toShow MoreRelatedU.s. Customs And Border Protection1380 Words   |  6 Pages U.S. Customs and Border Protection agents faced a lot of challenges when they attempt to secure our borders, they need to ensure that the borders are secure while at the same time not violating peoples’ constitutional rights. 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Following Roosevelt on the program, Bonaparte countered, tongue in cheek, that target shooting was not the way to get the best men. Roosevelt should have had theRead MoreOil and Gas Law.11022 Words   |  45 Pageswhich it has sunken is one which the law in all sincerity cannot shy away from. In the words of fulleer ‘law is the enterprise of subjecting human conduct to the government rules† The law is adequately suited for the tax of creating amore efficient functional and reliable petroleum sector. it is however important to understand the nature of Nigeria’s unending petroleum crisis. Nigeria is essentially a primary commodity producer and this account for 90% of its foreign exchange earnings. However there

Employee engagement Free Essays

â€Å"The best companies now know, without a doubt, where productivity—real and limitless productivity—comes from. It comes from challenged, empowered, excited, rewarded teams of people. It comes from engaging every single mind in the organization, making everyone part of the action, and allowing everyone to have a voice—a role—in the success of the enterprise. We will write a custom essay sample on Employee engagement or any similar topic only for you Order Now Doing so raises productivity not incrementally, but by multiples. Jack Welch Former Chairman and CEO of General Electric Human Resources, 10 September 2003 Introduction: It is the need of the hour that, Organizations should increasingly convert from traditionalism to the contemporary learning and individualized corporations. With growing opportunity and greater flow of information, employees today want to be in the best workplaces handling the best suited responsibilities and enjoy greater autonomy. Therefore, engaging the employees to the work as per their competency level must occupy the centre stage not only for the HR department but also for the immediate bosses.The extent that an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through their actions and their attitude towards the employer (both internal external) will determine the employee satisfaction towards his/her work. Employee engagement is high when the statements and conversations held reflect a natural enthusiasm for the company, its employees and the products or services provided. Employee engagement is the level of commitment and involvement an employee has towards their organization and its values.An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. EMPLOYEE ENGAGEMENT: In other words, employee engagement can be described as: â€Å"The degree to which an em ployee is emotionally bonded to his/her organisation and is passionate about the work that really matters†. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus Employee engagement is a barometer that determines the association of a person within the organization.Engagement can also be defined as â€Å"the extent to which people enjoy and believe in what they do and feel valued for doing it. † Enjoyment Engagement Belief Value Employee commitment and engagement is measured by three primary behaviours – Say, Stay and Strive. ‘Say’ is evidently achieved if the employee consistently speaks positively about the organisation to co-workers and refers potential employees and customers. ‘Stay’ refers to the employee’s intensive desire to be a member of the organisation, despite opportunities to work elsewhere. Strive’ indicates an extra effort and behaviours that contribute to business success. As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an â€Å"organi zational identity†. Employee engagement plays a greater role in the current era where every contribution by each of the employee counts. Employee engagement programmes throw light into the success of the company in engaging its employees in the productive activities.Employee engagement is not just the process of engaging the employees productively. It also expects the organization to pave the way to ensure that the employees are motivated to put in their best efforts for the wealth maximization. This requires building loyalty which can inject commitment in doing quality work. The mission must be well defined and supported by well set organizational plans and policies for its attainment. The management is also to provide with the set of tools and material that are necessary for performing the task effectively. WHAT DOES AN ENGAGED EMPLOYEE THINK, FEEL DO? I understand how my role in the organization is related to the organization’s goals, objectives direction. I understand how my unit/ department contributes to the success of the organization COGNITIVE THINK I am willing to put in a great deal of effort beyond what is normally expected to help my organization to succeed I would recommend my organization to a friend as a good place to work BEHAVIOURIAL ACT AFFECTIVE FEEL I am personally motivated to help my organization to be successfulI am proud to tell others that I work for my organization Various researches have been conducted in the past and all of them have one thing in common that if an organization wants to sustain in the long run then it is really essential for it to have an engaged workforce. Employees feel engaged when they find personal meaning and motivation in their work, receive positive interpersonal support, and operate in an efficient work environment. All efforts are made on maximizing employee output and making the most of organizational resources.An engaged workforce takes an organization to great heights. LEVELS OF ENGAGEMENT Engaged †¢ †¢ †¢ Work with passion Feel connected to work, employer Drive innovation Not engaged †¢ †¢ Checked out or retired on the job Putting in their time, not their energy Actively disengaged engaged †¢ – Interfere with others productivity ENGAGED BEHAVIOUR †¢ †¢ †¢ †¢ †¢ †¢ †¢ High levels of effort Persistence at difficult tasks Providing assistance to others Going â€Å"above and beyond† Making recommendations Expanding personal Adapting to changeCATEGORIES OF EMPLOYEE ENGAGEMENT According to the Gallup, the Consulting organization there is there are different types of people:I. ENGAGED: â€Å"Engaged† employees are builders. They want to know the desired expectations for their role so that they can meet and exceed them. They are naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward.II. NOT ENGAGED: â€Å"Not-engaged† employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don’t have productive relationships with their managers or with their coworkers. III.ACTIVELY DISENGAGED: The â€Å"Actively Disengaged† employees are the â€Å"cave dwellers. † They are â€Å"Consistently against Virtually Everything. † They’re not just unhappy at work; they’re busy acting out their unhappiness. They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization’s functioning.IMPORTANCE OF ENGAGEMENT: An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are: †¢ Engaged employees will stay with the company, be an advocate of the company products and services, and contribute to the bottom line of the business success. †¢ †¢ †¢ They will normally perform better and are Self-Motivated. There is a significant link between employee engagement and profitability.They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels. It builds passion, commitment and alignment with the organization’s strategies and goals Increases employees’ trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company †¢ †¢ †¢ †¢ †¢ †¢ A highly engaged employee will consistently deliver beyond expectations.Employee Engagement Begins From Day 1: Research has proved that employee engagement begins from day one repairing employees for their new roles and communicating how they can help the firm meets its goals can go a long way toward determining whether new employees ultimately succeed. The main requirement is to focus on improving communication, both to managers who do hiring and to employee’s themselves. Thus for this there should be structured inductions. Organizations seeking ways to build a motivated, satisfied and engaged workforce should start by putting in place structured and well-planned orientation programmes for their new employees.Difference between Satisfied Workforce and Engaged Workforce. A person who is engaged may not be satisfied while a person who is satisfied may not be engaged. There’s lot of difference between an employee being satisfied and employee being engaged. An employee may be satisfied with the facilities that he is getting and that would be sufficient enough to continue with the organization. On the other hand an employee may be 100% engaged to his work yet may not be satisfied one of the reasons could be that he does not have a supportive boss. Engagement Is Linked To Three Essential Forces In The Organization – Attrition, Productivity Profitability: Attrition is the number of people leaving the organization and it’s a well-known fact that is one of the major problem being faced by the organizations be it any sector. An engaged workforce definitely has less chances of leaving the organization, a person who is engaged in his work is likely to stick to the company as he offers his best and as result of which the organizations takes due care of him in the form of hike in salary by way of incentives and bonus.Attrition is likely to come down in the organization, which have engaged workforce and this will get in the likely benefits for the organization. Productivity is the output of the workers in the form of work done by them it’s not the quantity that matters it’s the quality that is of importance for the organization. An engaged workforce has an understanding of what is expected of them at work so thus they are able to carry on their task effectively and efficiently thus adding to the productivity of the organization and thus adding to the growth and success of the organization.Profitability is the ability of a company to earn a profit. It is a relative measure of success for a business. Research has proved that an engaged workforce is likely to result in an increase in the profitability of the concern as they have complete dedication and commitment to their work and thus this is likely to result in an increase in the profit of the concern and thus ensuring the success of the organization. The organizations now days take all reasonable steps to ensure that they have engaged workforce like organizing birthday bashes, talent shows, sports activities and many other things.They want their employees to be committed to their work fully besides all the above activities they also make sure that the employees have role clarity, get all the material and equipment they require to perform their work efficiently etc. DETERMINING ENGAGEMENT The employee must feel that there is somebody in the organizations who cares for him and wants his success and growth. In all this we referring to the 12 questions that Gallup uses for studying the engagement level of employees in the organiza tion. Gallup is an organization that studies the engagement level of the employees. 1. I know what is expected of me at work. 2.I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my rogress. 12. This last year, I have had opportunities at work to learn and grow. Thus if you want the success of your organization and see it reaching great heights all you need is an engaged workforce, i. e. all you need is justifiable answers to the above 12 questions. Most organizations have today realized that a satisfied employee is not necessarily the best employee in terms of loyalty and productivity. It is only an Engaged Employee who is intellectually and emotionally bound with the organization who feels passionate about its goals and is committed towards its values thus he goes the extra mile beyond the basic job. FACTORS AFFECTING EMPLOYEE ENGAGEMENT †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Workplace Culture Organizational Communication Managerial Styles Leadership Company Reputation Access to Training Career Opportunities Work/ life Balance Personal Empowerment DIMENSIONS RELATED TO EMPLOYEE ENGAGEMENT 1. Physical dimension †¢ Levels of energy or effort †¢ Persistence 2. Emotional dimension †¢ †¢ †¢ Enthusiasm and inspiration Sense of significance, pride, and challenge Feelings about job, supervisor, management, organization 3.Intellectual dimension †¢ †¢ †¢ †¢ Mental focus Level of concentration Absorption in tasks Beliefs about organization, leaders, workplace culture LEVERAGING ENGAGEMENT I. Job and task design II. Recruitment and selection III. Training and development IV. Performance management V. Compensation I. Job and task design Motivational characteristics of work †¢ †¢ †¢ †¢ Skill variety Task significance Autonomy Performance feedback Social characteristics of work †¢ †¢ †¢ Interdependence of job roles Feedback from others Advice and support of coworkers II.Recruitment and selection Recruitment selection †¢ †¢ Target recruitment Choose best-suited candidates III. Training and development †¢ †¢ Employee orientation Knowledge and skills training IV. Performance management †¢ †¢ †¢ Set challenging goals Provide positive feedback and recognition for accomplishments Resolve performance problems V. Compensation †¢ †¢ Incentive pay Flexible benefits VI. Manager’s behaviors †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Commitment to diversity Responsible for success/failure Honesty and integrity Problem solving assistance Respect for employees Setting realistic expectations Passion for success Defending employeesBARRIERS TO ENGAGEMENT †¢ †¢ †¢ †¢ †¢ Outside of local control Damaging to employees and customers Emphasize control of employee behavior Barriers can be removed Root causes: Fear Flow of information Organizational alignment Reward system Short term focus INCREASING ENGAGEMENT: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Communicate organizational goals and objectives Promote employee engagement culture Align day to day work with organizational goals Maintain open dialogue Reward supportive behavior Listen to employees Provide challenges and opportunities Do a â€Å"pulse check† Hold managers accountable Let employees know ho w they can contribute Genuinely thank employees How to cite Employee engagement, Papers Employee Engagement Free Essays Effectively Using an Integrated Employee Engagement Program Marilyn Field University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton Abstract A company’s level of employee engagement is a reflection of its core values; while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airline’s organizational capabilities and employee needs are linked to competitive advantage. We will write a custom essay sample on Employee Engagement or any similar topic only for you Order Now An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards. Effectively Using an Integrated Employee Engagement Program For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine. There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008; Time Magazine. com. , 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organization’s culture as one with committed workers who strive o maintain the company’s reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airline’s competitive advantage. Hallowell attributes the highly acclaimed airline’s success to the high value place on its employees. Hallowell’s 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first be ing that the airline value is a product of meeting the employee’s needs on a satisfactory level. Employee needs satisfaction is a very important variable when one considers that Southwest Airline is comprised of approximately 35,000 employees working together with the aim of flying their valued Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell used value analysis to study Southwest’s competitive strategy. Value analysis breaks down which variables play a role in where value is created. It is based on Porter’ (1985) Game Theory, which focuses on how individuals interact (Levine, 2004. ). The results of Hallowell’s study revealed that employees are motivation from the employer’s encouragement of behavioral norms and organizational values. The second comprehensive variable Hallowell (1996) studied was Southwest’s strategy for having one of the most successful airline stocks. This raises the question as to how employee engagement plays a part in stimulating shareholder’s commitment of investing in Southwest stock. The Southwest Airline’s organizational culture has encouraged its workers to have fun on the job. This is a wellness approach which has led to the company’s high degree of productivity and low turnover. By suggesting and encouraging a positive experience for the Southwest employees, the management displays significant value for employees, which is converted into customer value and shareholder value. This value earning process forms a circle of capturing value, creating value, and converting value beginning with the employees (Hallowell). With the present economic turmoil, Southwest Airline’s Chief Executive Officer Kelly has had to make recent cuts; affecting the company’s historic low-cost initiatives (i. e. making short trips between cities and ownership of jets) (Schlangenstein Hughes, 2010). Southwest answered though economics with the addition of 138 airplanes (AirTran); â€Å"The addition of AirTran will allow them to satisfy their briefly dormant, but always present, inclination for growth† (Schlangenstein Hughes, web article). Thus, Southwest increases employee motivation, which in-turn creates value, and converts that value by employing operating processes and encouraging behavioral norms which reduces costs and increases productivity essentially capturing the value leading to Southwest’s competitive advantage (Hallowell). According to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally; using setbacks as guides, instead of putting on the brakes help to refine their strategies. One of the most unique characteristics of Southwest Airlines is that it motivates the employees with stimulating and enjoyable recognition programs (Southwest. com, 2010). Rewards and recognition of the day-to-day work achievements play a vital role in retaining and attracting employees at Southwest Airlines. This strategy provides recognition for worker’s unique qualities and individualized appreciation. Southwest’s employee recognition programs contributes to the high moral maintained in the organization’s culture (World at Work, 2001). According to Hallowell (1996), an employee is recognized almost every hour for large and small achievements on a daily basis at Southwest Airlines. The Southwest case study demonstrates how a focused human resource department portrays organizational culture and values, and how their use of employee engagement tools is aligned with the company’s competitive position. Employees who are actively engaged offer commitment and loyalty to the organization within which they are employed, and is indicative of Southwest Airlines. With this commitment Hallowell (1996) makes the analogy of a person feeling better about purchasing a piece of pie for six dollars, when they feel the pie is worth eight dollars. The same concept applies to someone who can fly Southwest at the same price as its competitors but have better service. Once again evidence of converting employee value to customer value. Hallowell’s (1996) study makes another important point regarding employee engagement’s correlation with Southwest’s competitive advantage. Passengers moving between gates (destination and departure) are accompanied by Southwest employees, as such; these workers affect each customers experience with the airline (Hallowell). In the airline industry employee engagement has a ripple effect starting with top-level management and pilots to the baggage handlers, ramp agents, and flight attendants. Each customer’s experience with these employees will directly affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an interview with Spirit Magazine, gave an account where a passenger forgot her glasses at her residence, the passenger could not retrieve the glasses without missing her flight; the flight attendant offered the passenger her own reading glasses, and in-turn the flight attendant was recognized by her peers, and management for friendly customer service. She was publicized as Southwest’s Star of the Month (Kelly). This strategy demonstrated the importance of employee engagement and Southwest’s ability to maintain its competitive advantage. In the case study of Southwest Airlines by Hallowell (1996); the author recognized the airline’s interviewing techniques as a strong point in the company’s overall success. Hallowell stated that the screening process by Southwest human resources eliminates uncaring potential employees by noting self-centered responses, and quickly separating the majority for those less likely to fit the standards of the organization. Miles and Mangold (2005) stated that Southwest Airlines uses employee branding as a method of engaging employees. Employee branding is the process by which workers internalize the Southwest Airline brand and project its healthy aspects to the public (Miles Mangold). The authors provide further support of Hallowell’s (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the industry. Southwest. om (2010) gives the example that â€Å"LUV† and â€Å"FUN† ideology is embedded into their employees by permitting them to dress up on Halloween; have a casual dress code in the summer months, and by providing a teaching video on the Southwest Airline’s Shuffle Dance. According to Hallowell, CEO Gary Kelly dressed up as a bunny for Halloween and served Easter eggs to the employees. He went on to say that great comradery was stimulated just by stirring up â€Å"it is not Easter† controvers y (Hallowell). The third variable researched in the Southwest Airline case study, is the organization’s capabilities to create value. Hallowell’s (1996) study indicated Southwest has established processes and internal structures that influence the employees to accomplish specific organizational competencies allowing them to adapt to changing strategic needs and changing customer needs assessments. These competencies help Southwest Airline produce â€Å"superior quantity and quality of effort† from employees (Hallowell, p. 10). One of the competencies Southwest defines as important is the extension of LUV and FUN from the employees to the customers by providing hassle-free flying, which is a direct result of employees being actively engaged with the organization’s culture (Hallowell). An important aspect to consider is that there must be harmony at the level of operations. Southwest has achieved harmony thought its employee engagement (i. e. human resource procedures) leading to operating procedure success reflecting Southwest’s organizational culture of helping one another (Hallowell). The appreciation for human capital is evident in reviewing Hallowell’s Northwest Airline case study, along with a comprehensive literature review via the internet and scholarly journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by making them feel connected to the company. Their LUV and FUN approach to employee engagement has enabled them to create employee value and covert that value into customer value resulting in the company capturing value. With the three variables studied in Hallowell’s research, Northwest Airline is understood as a leader in competitive advantage. References Flowers, V. , Hughes, C. (1973). Why employees stay. Harvard Business Review, 51(4), 49-60. Retrieved from Business Source Complete database. Hallowell, R. (1996). Southwest Airlines: A case study linking employee needs satisfaction and organizational capabilities to competitive advantage. Human Resource Management, 35(4), 513-534. Retrieved from Business Source Complete database. Kelly, G. (2010). On cloud nine. Sprint Magazine. Retrieved September 29, 2010 from http://www. spiritmag. com/gary_kelly/ Levine, D. (2004). Economic and game theory: What is game theory? UCLA Department of Economics. Retrieved September 29, 2010 from http://levine. sscnet. ucla. edu/general /whatis. htm Miles, S. Mangold, G. (2005). Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. Retrieved September 30, 2010 from http://www. auburn. edu/~johnsrd/4160/Readings/Southwest%20Employee%20Branding. pdf Patterson, K. , Brenny, J, Maxfield, D. , Mcmillan, R. , Switzler, A. , (2008). Influencer: The power to change anything. New York, NY: McGraw-Hill. Schlangenstein, M. Hughes, J. (2010). Southwest CEO risks How to cite Employee Engagement, Papers Employee Engagement Free Essays INTRODUCTION Employee engagement, also called worker engagement, is a business management concept. An â€Å"engaged employee† is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization’s interests. According to Scarlett â€Å"Employee Engagement is a measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform is at work†. We will write a custom essay sample on Employee Engagement or any similar topic only for you Order Now Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture. Employee engagement was â€Å"an employee’s involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention. † This integrates the classic constructs of job satisfaction, and organizational commitment for understanding the impact of engagement. The opposite of employee engagement is a zombie employee. A zombie employee is a disengaged employee that will stumble around the office, lower morale and cost the company money. More recently employee engagement has become an area of focus within organizations for the purpose of retention as a means of avoiding expensive employee replacement costs resulting from staff who voluntarily quit their jobs. 10 Common Themes: How Companies Measure Engagement Employers typically assess their employees’ engagement levels with company-wide attitude or opinion surveys. A sampling of the criteria featured in such instruments reveals 10 common themes related to engagement: 1. Pride in employer 2. Satisfaction with employer 3. Job satisfaction 4. Opportunity to perform well at challenging work . Recognition and positive feedback for one’s contributions 6. Personal support from one’s supervisor 7. Effort above and beyond the minimum 8. Understanding the link between one’s job and the organization’s mission 9. Prospects for future growth with one’s employer 10. Intention to stay with one’s employer Trends in Employee Engagemen t Over the past decade, and particularly in the past three years, employers and employees have faced human capital challenges and an uncertain economy. The economic downturn had a significant impact on companies and the resulting decisions made by management. These decisions have impacted employee engagement levels and perceptions globally, leading to changes in leading drivers of employee engagement. In uncertain times, organizations need to focus on harnessing the discretionary effort that engaged employees deliver. This makes the difference in how companies are affected during the economic downturn, how quickly they emerge from it, and how strong they are in the future after the downturn passes. Top 5 Employee Engagement Trends 1)  The recession was  a perfect storm for Disengagement  as pay freezes, benefit cuts and layoffs permeated the workforce. The organizations will utilize their most Actively Engaged employees as  mentors  to help motivate and re-energize their disenchanted colleagues. 2)  Company morale and Engagement levels fluctuate dramatically during tough economic times. Now the economy is slowly rebounding, such ambivalence will lead more organizations to get a pulse on company morale through  Employee Engagement Surveys, department meetings and focus groups. 3)  As the economy continues to improve, more and more employees  will begin to look  for other job opportunities. According to  Harris Interactive, over half (54 percent) of employees plan on looking for a new job once the economy improves. The importance of retaining employees, especially high performers, cannot be underestimated. HR professionals will start to devote more time and money toward establishing a  strategic retention plan  and understanding their organization’s key retention factors. Beyond compensation and benefits, offering effective training and professional development, increasing career advancement opportunities and improving work/life balance will prevent companies from losing their top talent. )  More organizations and HR leaders will  embrace social media  as a means of not only engaging employees but also  recruiting new ones. For example, organizations can use internal social networks to recognize employees for a job well done or promote initiatives that the organization is doing in the community. Companies can also use social media to reach potential job candidates. 5)  Multi-national â€Å"super unions,† which represent employees in multiple countries, are predicted to skyrocket in the coming years. Over the past decade,  the healthcare industry  in particular has been very susceptible to union formation. Smart employers will begin to determine which of their departments are vulnerable to union formation and decide what steps need to be taken to preempt unionization before it occurs. Things important to Employee Engagement * Employee clarity of job Expectation * Career advancement/improvement opportunity * Regular feedback and dialogue with superiors * Quality of working relationship with peers, superiors and subordinate * Perception of the Ethos and values of the organization * Effective internal Employee communication * Reward to Engage 5 Keys For Developing An Employee Engagement Strategy Engagement is built one team at a time, one person at a time. And each person has different needs and expectations. They use impact planning to start a conversation with employees about engagement and work with employees to build their engagement over time. The most effective long-term engagement strategies build a foundation on which front-line managers feel empowered to create an environment that promotes employee enrichment. Whether you’re just beginning the journey, or you’re evaluating your current strategy, here are five key considerations for strengthening you engagement strategy. 1. Draft a provocative vision and values The operative word here being, â€Å"provocative. † A company’s vision and values should excite and inspire its employees and they should help you find and attract like-minded loyalists to your organization. Often the companies weaken their own identities with vision statements and values that suffer from overly safe or generic terminology. Rather than investing in the words that clearly articulate the foundational ideals and beliefs that make the company unique, they opt for popular, catch-all phrases to describe their core values – such as â€Å"Problem Solving,† â€Å"Innovation,† â€Å"Collaboration,† and â€Å"Client-Centric. Frankly, those should be the givens in every organization. Rather than inspiring everyone, they’re actually inspiring no one. To build trust and confidence in the direction and future of your company, take the lead on finding provocative messaging that will not only align your talent around a common purpose, but also engage their hearts and minds with the belief that how you work (values) is as important as what you accomplish (vision). And, if you’re not in a position to do this for the company as a whole, look for ways you can start to apply it in your division, department or functional area. . Create opportunities for personal and professional growth The employee’s responsibility, define their next career opportunity. In turn, it is the manager’s responsibility to help clear a path and coach their employees into a new position. Of course, it required disciplined communication. Managers and employees engaged in candid, direct and authentic coaching in real time. Whether your company has formalized career paths in place or not, it is your responsibility as a manager to engage your people in those type of conversations. Connect with them. Let them know you genuinely care about their future and then encourage their development. 3. Help team members find the purpose in their work People fail to realize is that it also discounts the work everyone is doing. It suggests the work being done doesn’t matter. And sadly, people start to believe it. Soon after, it starts to show in the quality and outcomes of their work. If a person does not have a purpose for why they do what they do, it is hard for them to produce meaningful work. As a manager, you can help team members define meaningful work by engaging them in strengths-based conversations. It can be as easy as having your team complete the to identify each team members’ five dominant strengths. Talking through the results as a group, you will undoubtedly uncover a few interesting surprises while team members find new ways to relate with one another. 4. Introduce meaningful, memorable (and measurable) recognition The most powerful, memorable stories are related to simple, personal – and often random – acts of appreciation. The stories that consistently stand out are not about extravagant gifts or bonuses, but rather small and sincere gestures made when the recipient least suspected it. As a result, it helps to have a formal, enterprise-wide recognition solution in place to provide managers with tools to inspire and connect with team members. Formal recognition solutions create visibility for the recognition that is occurring and help infuse those behaviors into the culture. Managers and employees begin to learn from each other, and as a whole, the organization can learn what behaviors are most valued. If your company does not have a formal recognition program in place, create one for your division, department or team. It doesn’t have to be extravagant as long as it enables genuine, timely and relevant recognition that is visible to the entire group and simple to evaluate. In time, you will realize the whole will become so much more than the sum of the individual events. 5. Effectively managing through the ebbs and flows of engagement Many people believe employee engagement is a â€Å"fixed† destination. One that, once achieved, is static over time. However, in reality, engagement levels are continually influenced by complex and diverse factors and will ebb and flow over time. Sustainable engagement can be achieved by a manager’s ability to execute a traditional engagement strategy while also focusing on enablement and energy opportunities. We can enable sustainable engagement by removing the obstacles to great work, providing access to the right tools and resources, and coaching team members through challenges. We can elevate energy levels by restructuring work flow to allow mental breaks during the day, encouraging a supportive and social environment, and amplifying the enthusiasm and excitement surrounding your team’s accomplishments. Conclusion Engaged employees can help your organization achieve its mission, execute its strategy and generate important business results. This report has highlighted ways in which different HR practices, including job design, recruitment, selection, training, compensation and performance management can enhance employee engagement. But these examples also show that employee ngagement is more complex than it may appear on the surface. Organizations define and measure engagement in a variety of different ways, suggesting there is no one â€Å"right† or â€Å"best† way to define or stimulate engagement in your workforce. The decision to invest in strengthening engagement or commitment (or both) depends on an organization’s strategy a nd the makeup of its workforce. For these reasons, it is vital to consider your own organization’s view of engagement, as well as its strategy and workforce composition when deciding which HR practices will receive scarce investment money. How to cite Employee Engagement, Essay examples Employee Engagement Free Essays Contents Page 1. 0 Introduction 1. 1 Define employee engagement 1. We will write a custom essay sample on Employee Engagement or any similar topic only for you Order Now 2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical) 1. 3 Compare and contrast employee engagement with other related concepts; ‘flow’, organisational commitment, job involvement and job satisfaction 3. 1 Explain why employee engagement is an increasingly vital dimension of HR polices, strategies and practices 3. 2 Evaluate the business benefits likely to accrue from a culture of employee engagement – benefits for the organization, its executives/managers, its workforce and its customers 3. Explain the application of employee engagement through job design, discretionary behavior, role autonomy and organizational citizenship. 4. 1 Analyse the findings of recent research evidence concerning the incidence of employee engagement 4. 2 Assess differences in levels of employee engagement based on gender, demographic and other factors 1. 0Introduction: This assignment has been written to; 1. Define employee engag ement and explain how it differs, if at all, from related concepts like organisational commitment, employer involvement and job satisfaction. . Outline the findings of key recent studies on employee engagement in practice including the extent to which gender, demographic and other factors influence levels of engagement. Why is employment engagement a ‘hot topic’ for many organisations? 3. What are the benefits of having an engaged workforce and what steps can an organisation take to create a culture of employee engagement through such as job design, discretionary behaviour, role autonomy, etc.? 1. 1Define employee engagement Employee engagement is when an employee is committed to the organisation, their colleagues, the job they are doing and their willingness to go the extra mile by exerting discretionary behaviours that cannot be ‘stipulated’ in the employment contract. Where an employee or workforce does not have this rounded combination of commitments employee engagement is not maximised to its fullest potential. (CIPD 2010) Employee engagement is connection – when we become disconnected we disengage. Employee engagement is the art and science of engaging people in authentic and recognized connections to strategy, roles, performance, organization, community, relationship, customers, development, energy, and happiness to leverage, sustain, and transform work into results’. (Zinger, 2010 ) 1. 2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical). Kahn (1990) explains that employee engagement requires employees to invest emotional, cognitive and physical energy to fully deploy themselves into a work role or task. Shirom (2003) refers to these three components as ‘vigor’ and explains that investing in all three areas represents a positive affective response to an employee’s job and work environment. (Bligh, Riggio 2013) Emotional energy could involve the social element at work such as engaging with fellow colleagues, sharing ideas, best practice, and knowledge, working as a team and having good working relationships that foster engagement between the parties. Creating an environment that encourages this social energy is required to achieve this; if for instance an employer has a no talking policy or discourages general chatting in the office it is highly likely that these social benefits to the organisation will be severely affected or non-existent, affecting engagement levels at an organisational level. Cognitive energy amounts to the intellectual output an employee puts in to the role, project or task. Hence it is important that employers define jobs and tasks to adequately stretch an employee’s cognitive ability and needs. Autonomy and decision making parameters could be addressed and redefined to encourage greater cognitive input at work. The benefits of such are likely to include efficiencies to working processes and practices, increased job satisfaction and job/work flow. Physical energy relates to the amount of energy the employee places on doing the work. (EHWLC, 2013) The more energy exerted, the better the quality and quantity of work. Where an employee places a low level of physical energy to a task of job the longer it will take the employee to complete and is likely to result in poorer quality of work. Where an employee is emotionally and cognitively stimulated at work physical energy levels are likely to be higher . David Zinger refers to (Loehr, Schouartz 2003) findings where they say that Physical energy equates to the quantity of energy, emotional equates to quality of energy and mental (cognitive) is the focus of energy. They say that there is a need for lots of high quality energy to provide us with focus and force to achieve results. (Zinger, 2013) 1. 3 Compare and contrast employee engagement with other related concepts; ‘flow’, organisational commitment, job involvement and job satisfaction. Table 1. HR ConceptSimilarities to employee engagementDifferences to employee engagement FlowImmersed in the job or a particular element of the role, task or project. Loses track of time and demonstrates a high level of engagement to the given activity. Use of cognitive and physical energy. Not engaged in the whole picture, loves the job/part of, but doesn’t connect with the rest of the role/organisation. No indication of emotional engagement/communication. Organisational CommitmentAttracted to the company Brand and values. Very emotionally involved, enjoys the social aspects of work. An ambassador of the organisationNot necessarily engaged with the job, physical and cognitive energies surrounding the job may be low of absent. Job InvolvementA great commitment to the job or position, exercises discretionary effort (physical and cognitive energy to the role) losses oneself in the role (absorbsion) similar to ‘flow’. Not engaged with the organisation as a whole, could lack in emotional engagement, and may not be interested in the organisations values/brand. Job SatisfactionTotally satisfied in the role and environment. Job meets intellectual needs (cognitive) Is happy with work life balance, level of responsibility and reward. Doesn’t mean that the employee is exercising discretionary effort in the role. Personal happiness, however may not be meeting the needs or requirements of the role or the organisation. Potentially missing the emotional and physical elements required for employee engagement. As you will see from the above table it is important to address all areas if an organisation wants to achieve employee engagement. One successful concept alone may provide some basis for engagement, but unless combined organisations will not experience the benefit of an engaged workforce and fundamental issues will affect the performance of the organisation. Some example of the possible impacts follow; ‘Flow’ would be where sales man (A) enjoys meeting with new prospective clients and achieves lots of face to face meetings that are really effective at opening up opportunities for a sale, but is disengaged with the admin side of his role and fails to follow up with a quotation or other information. The sale would not progress into new business, thus failing to meet the purpose of his role. Similarly sales person (B) loves the company brand and values has great (organisational commitment) and is always very positive about the company when speaking with management and other colleagues but hates meeting new people and therefore puts all his energies into preparation and admin and fails to get the sales process off the ground. 3. 1 Explain why employee engagement is an increasingly vital dimension of HR polices, strategies and practices. Employee engagement is a hot topic at present largely due to the economic downturn. (Personnel today, 2009) Eric Michels thinks that company leaders are looking to ‘sweeten up their staff’ following the ‘ruthless cost-cutting, knee-jerk decisions and general short-term panic during a difficult economic downturn’ to prevent employees leaving the organisation when the recession ends. Redundancies are rife and businesses are struggling to make ends meet and these challenging times are taking their toll on employees. Organisations that fail to communicate openly and honestly with their employees are creating an environment of insecurity and disengagement. Pre 2008 before the onset of the recession, employees had more confidence in leaving an organisation to start a new job if and when they felt the time was right, however since the recession the number of people out of work and struggling to get back into employment has risen significantly which is broadcasted all over the media has left people reluctant to leave their employment even when they are totally disengaged. Zinger, 2010) comments that people may often leave organisations when they feel disengaged, however he says that it could be even worse if they didn’t. A disengaged employee is likely to make mistakes that can often be costly, dips in service level and productivity which can be detrimental to the bottom line not to mention damaging to the company’s reputation and brand. It is therefore becoming increasingly vital for H R to implement policies, strategies and practices that prompt employee engagement. David Zinger comments that ‘employee engagement is vital in recruitment, retention, and satisfaction. Employee engagement cannot be bought, but can be influenced by organizations. Although employees are responsible for their own engagement, we are all accountable for everyone’s engagement. (Zinger, 2010 ) 3. 2 Evaluate the business benefits likely to accrue from a culture of employee engagement – benefits for the organization, its executives/managers, its workforce and its customers. (People Management, 2011) report on the Nampak Plastics culture change programme which transformed staff engagement. The Key HR initiatives introduced at Nampak to improve employee engagement were initiated by Eric Collins, Managing Director. Collins had devised and circulated an employee attitude survey which had highlighted the extent of how dis-engaged the work force actually were. Collins then made himself available to the staff by holding ‘Challenge Collins’ sessions where he heard employees grievances face to face. Following this Nampak also ran focus groups to find out what employees felt would make Nampak a better place to work. After identifying the key areas of change which were; Communication about what was going on in the business/training and development opportunities and feedback on their performance, Nampak introduced a country wide performance management system that promoted personal development, training for the managers to conduct the appraisals and feedback to staff amongst other various training programmes. Nampak also instigated a Corporate Social Responsibility programme which engaged staff though making connections with local schools to introduce Nampak as a good place to work to the students. Some of the students were children of the employees at Nampak; this was seen as one of the key and most successful employee engagement initiatives implemented at Nampak. The benefits that Nampak took from the three year transformation were; an increase in the Gallup satisfaction rating from 2. 7 out of 5 to 3. 05 which resulted in an improvement to the overhead costs, these decreased by 6. 7 per cent per million bottles made without having to make any cuts or closures. There was also a significant reduction in customer complaints which benefitted both the business and the customer. The business benefitted through customer satisfaction and retention whilst the customers were in receipt of a better product and overall service. The executives who are often target driven saw a decrease in overhead costs which increaseshelped them achieve their targets and over and above that I am sure that future change initiatives will receive a lot more ‘buy in’ from the workforce making it easier to administer change. Further benefits that might be seen by Nampak managers are an increase in discretionary effort applied by the workforce. Not forgetting the huge benefits the workforce will have enjoyed such as personal development and greater overall job satisfaction. The CSR seemed to encourage pride in the employee’s workplace which will have encouraged organizational citizenship. All in all, a healthy combination of employee engagement initiatives that contributed to some fantastic results . 3. 3 Explain the application of employee engagement through job design, discretionary behavior, role autonomy and organizational citizenship. Employee engagement comes from many different contributing and complimentary factors. Some of these are through job design, discretionary behavior, role autonomy and organizational citizenship. Therefore it is important to look at each of these to see how/when employee engagement is applied in these ways. Job design – If the job is stretching, challenging, achievable and requires team working and autonomy employees are likely to engage better in their role as all of these encompass the three principle dimensions of employee engagement as defined in 1. above. If the role is not meeting these dimensions then the job design should be addressed to see if the level of responsibility/autonomy or skill required can be increased to make the role more challenging. Where the job is unachievable due to a lack of training or skill, mentoring or formal training could be given. The difficulties arise when people are resistant to change, budgets do not allow for training, or increases to rem uneration where added responsibility is taken on. Some organizations have a very hierarchical decision making process which could cause a barrier when addressing the level of autonomy or decision making in job design. Employee engagement is applied through organizational citizenship. This encompasses things such as well-being and work life balance policies and cultures. Work life balance is a relatively new concept following the implementation of the ‘Flexible working request’ on the 06th April 2003 allowing parents to request flexible working to help with childcare responsibilities. Since then flexible working and work life balance has been a hot topic and is constantly evolving as it is now recognized as being mutually beneficial to both employers and employees. The Work life balance culture and employee engagement survey conducted in 2007 reported that there was not a clear relationship between work-life balance and discretionary effort. (see below discretionary effort by work life balance), ‘while those who strongly agreed that they had good work-life balance were most likely to say they would go the extra mile if needed (73%), this was not markedly ahead of those who did not have good work-life balance (66%). And those with poor work-life balance were more likely to go the extra mile than those who just agreed, rather than strongly agreed, that their work-life balance was good (52%). ’ However eemployee engagement and was high across the board with a high combined agreement score and that this was associated with good work-life balance (see employee engagement by work life balance). (Equal Opportunities Trust, 2007 ). Recognised benefits for introducing work-life balance policies for employers include: †¢reduced staff turnover rates lower recruitment and training costs, associated with reduced turnover †¢becoming a good employer or an employer of choice †¢increased return on investment in training as employees stay longer †¢reduced absenteeism †¢reduced use of sick leave †¢reductions in workers stress levels †¢improved morale or satisfaction †¢greater staff loyalty and commitment †¢improved productivity (Queensland Government, 2012) 4. 1 Analyse the findings of recent research evidence concerning the incidence of employee engagement. According to the report (Macleod, Clarke 2009) put to the government; the incidence of employee engagement within businesses across the UK appears to be fairly sparse. This is largely due to the lack of awareness business leaders have regarding the benefits that an engaged workforce can bring to the organisation. The report finds that there is a clear correlation to high employee engagement and a positive increase to financial results and a clear link between disengaged workforces and a negative impact to the financial results of companies evaluated. The report is written to the government to encourage increased awareness of the positive impact employee engagement can have on individual businesses and the UK economy to aid in the recovery of the recession. Rt Hon Lord Mandelson says that ‘Britain’s economic recovery and its competitive strengths in a global economy will be built on strong, innovative companies and confident employees; there has never been a more important time to think about employee engagement. ’ The report indicates that there is a wide variation in engagement levels in the UK both within and between organisations. However AON Hewitt (2012) reports that 58% of employees worldwide are engaged against 42% who are somewhat or not engaged meaning four out of 10 employees worldwide are not engaged. The engagement top drivers are; career opportunities, recognition and organisational reputation. And focus on Business unit leadership and HR practices and brand alignment are not being given so much attention . 4. 2 Assess differences in levels of employee engagement based on gender, demographic and other factors. The workplace survey (WERS) conducted in 2004 demonstrated that job-related satisfaction varied across workplaces suggesting that it was partly determined by the workplace itself not just by demographics. There is also evidence that younger employees are looking for more out of work than there salary and will be demanding more flexible working to help with work-life balance. In KPMG’s case study the enormity of the requirement for flexible working was demonstrated when the company suggested implementing a flexible futures programme which consisted of working a four day week or reduced hours due to a business need, not an employee need. The expectation was 65% voluntary agreement; however 85% volunteered for the reduction in hours. It is also reported young graduates want a ‘choice and a voice’. Meaning that they want to be listened too, feel that there ideas are given consideration and are seen of value. Organisations that continue to use a ‘command and control’ management style are unlikely to engage these young people in their organisations and jobs. Admiral Sir Mark Stanhope, the Royal Navy’s Commander-in- Chief Fleet commented that even the Navy expect young soldiers’, both men and women to ask the question ‘Why’ and get a satisfactory answer in response before they will be willing to obey orders unquestioningly when they are on the front line. AON Hewitt (2012) illustrates engagement distribution by generation as follows; Baby Boomers (born 1946-1964) are the most engaged globally as a whole and continents such as Asia Pacific, Europe, Latin America and North America, Generation X (born 1965-1978) came in approx. % under and the Millennial generation (born 1979-Present) as the least engaged group approx. a further 5% under generation X. AON Hewitt (2012) also looked at engagement levels by gender in 2011 and found that a higher percentage of males were engaged than females globally and in Asia, whereas females were more engaged than their male counterparts in Latin America and North America and throu ghout Europe males and females were equally engaged. Disengagement globally and through all regions mentions were equally distributed with as many male and females disengaged . Bibliography 1. CIPD revised July 2010, Employee Engagement 2. David Zinger 18th Jan 2010 – Employee engagement for all – http://www. davidzinger. com/engagement-principles/ accessed pm 31. 01. 2013 3. Bligh, Riggio (2013) Exploring distance in leader-follower relationships, Taylor Francis Group page 110 4. Ealing, Hammersmith and West London College Jan 2013, Employee Engagement (5EEG) 5. David Zinger 07th Feb 2012 – Five Ways to Enliven Energy for Employee Engagement – http://www. davidzinger. om/five-ways-to-enliven-energy-for-employee-engagement-13334/ accessed pm 31. 01. 2013 6. David Zinger 18th Jan 2010 – Employee engagement for all – http://www. davidzinger. com/engagement-principles/ accessed pm 31. 01. 2013 7. Personnel today, Eric Michels 08th Oct 2009 – http://www. personneltoday. com/articles/08/10/2009/52467/employee-engagement-the-latest-hr-buzzword. htm accessed pm 31. 01. 2013 8. David Zinger 18th Jan 2010 – Em ployee engagement for all – http://www. davidzinger. com/engagement-principles/ accessed pm 31. 01. 2013 9. 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