Contemporary issues in employment relations - topic EMPLOYEE Essay

Contemporary issues in employment relations - topic EMPLOYEE ENGAGEMENT - Essay Example As part of organization, engagement of employees in the process line of production and running of organizations defines important tool in ensuring improved performance and institutional productivity. McLeod and Clarke (2011, pg. 1) define employee engagement as creation of opportunities for workers to interact with manager, colleagues and the wider organization. Engagement in employment setting also involves creation of environment that motivates employees and makes them want to link with work and care about performing their tasks appropriately. McLeod and Clarke elaborate that engaged employees are aware of the fundamentals of operation of a given business as well as its objectives and goals. Engaged employees also understand frameworks of practice prescribed by the given organization in ensuring achievement of the goals and objectives of the organization. It is within these contexts that engaged employees work closely with their colleagues to improve job performance and maximize benefits for the given organization. According to McLeod and Clarke, it remains the responsibility of organization and its leadership to establish and nurture employee engagement that builds upon emplo yer-employee interrelationship. Effective employee engagement manifests through three items that include attitude, behavior and outcome. Attitude relates to feelings of loyalty and pride among employees that make them act responsibly and with great accountability. Behavior manifests when employees become great advocates of the individual organizations to clients or make extra efforts to complete a piece of task. Outcomes synonymous with effective employee engagement include low incidents of accident due to enhanced care when performing duties, higher productivity and reduced conflicts. In addition, outcomes also manifest through more innovativeness of employees, lower rates of sickness and few employee exits or resignations. McLeod and Clarke (2011, pg. 4) argue that