It is essential for an organization to sustain in the long run have an engaged workforce. An engaged workforce takes an organization to great heights. Engaged employees contribute to the bottom line. Employees feel engaged when they find personal meaning and motivation in their work, receive positive interpersonal support, and operate in an efficient work environment. An employee when engaged emotionally, cognitively and physically helps creating a great place to work. The engagement levels in the organization determine the enthusiasm of an employee to come to the work every single day. The more engaged the employee is, more is the likelihood of the organization to be a great place to work. Engagement is linked to three essential forces in the organization - Attrition, Productivity & Profitability. That essentially is the reason that today, all efforts are being made to make the employees feel that the organization cares for him and wants his success and growth. This organization is no different and thus wanted to understand ways of creating employee delight for its employees. Taking the employee satisfaction survey as the base, the problem areas were identified and accordingly, the recommendations to address the problems were given.
| Published in | Journal of Human Resource Management (Volume 2, Issue 1) |
| DOI | 10.11648/j.jhrm.20140201.13 |
| Page(s) | 16-21 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2014. Published by Science Publishing Group |
Employee Engagement, Retention, Major Challenge
| [1] | WILLIAM H. MACEY and BENJAMIN SCHNEIDER- The Meaning of Employee Engagement - Article first published online: 29 FEB 2008 |
| [2] | Driving Employee performance and retention through Engagement – Corporate Leadership Council |
| [3] | Great Place to Work parameters study www.greatplacetowork.com |
| [4] | Importance of Employee Engagement http://blog.allegiance.com/2010/08/the-importance-of-employee-engagement/ |
| [5] | Employee Engagement notes http://www.contentwriter.in/articles/hr/employee-engagement.htm |
| [6] | Robert J. Vance, Ph.D; SHRM Foundation’s Effective Practice Guidelines. 2006. SHRM Foundation. Employee Engagement and Commitment: A guide to understanding, measuring and increasing engagement in your organization. |
| [7] | Jamie A. Gruman and Alan M. Saks, ‘Performance Management and Employee Engagement’, ‘Human Resource Management Review’, Vol. 21, No. 2, 2011, pp. 123–136. |
| [8] | J. K. Harter, F. L. Schmidt and E. A. Killham, ‘Employee Engagement, Satisfaction, and Business-Unit-Level Outcomes: A Meta-Analysis’, (Report), The Gallup Organisation, Omaha, NE, July 2003, 54pp. |
| [9] | Nancy R. Lockwood, ‘Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role’, (Report), 2007, 11pp. |
| [10] | William H. Macey and Benjamin Schneider, ‘The Meaning of Employee Engagement’, ‘Industrial and Organisational Psychology’, Vol. 1, 2008, pp. 3–30, (Article) |
APA Style
Akshay Grover, Kalpana Jayakrishnan. (2014). Study the Best Practices in T&M (Time and Material) Employee Engagement Model and Recommend possible Interventions in WI-IMS (Wipro InfoTech- Infrastructure Management Services). Journal of Human Resource Management, 2(1), 16-21. https://doi.org/10.11648/j.jhrm.20140201.13
ACS Style
Akshay Grover; Kalpana Jayakrishnan. Study the Best Practices in T&M (Time and Material) Employee Engagement Model and Recommend possible Interventions in WI-IMS (Wipro InfoTech- Infrastructure Management Services). J. Hum. Resour. Manag. 2014, 2(1), 16-21. doi: 10.11648/j.jhrm.20140201.13
AMA Style
Akshay Grover, Kalpana Jayakrishnan. Study the Best Practices in T&M (Time and Material) Employee Engagement Model and Recommend possible Interventions in WI-IMS (Wipro InfoTech- Infrastructure Management Services). J Hum Resour Manag. 2014;2(1):16-21. doi: 10.11648/j.jhrm.20140201.13
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Download@article{10.11648/j.jhrm.20140201.13,
author = {Akshay Grover and Kalpana Jayakrishnan},
title = {Study the Best Practices in T&M (Time and Material) Employee Engagement Model and Recommend possible Interventions in WI-IMS (Wipro InfoTech- Infrastructure Management Services)},
journal = {Journal of Human Resource Management},
volume = {2},
number = {1},
pages = {16-21},
doi = {10.11648/j.jhrm.20140201.13},
url = {https://doi.org/10.11648/j.jhrm.20140201.13},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20140201.13},
abstract = {It is essential for an organization to sustain in the long run have an engaged workforce. An engaged workforce takes an organization to great heights. Engaged employees contribute to the bottom line. Employees feel engaged when they find personal meaning and motivation in their work, receive positive interpersonal support, and operate in an efficient work environment. An employee when engaged emotionally, cognitively and physically helps creating a great place to work. The engagement levels in the organization determine the enthusiasm of an employee to come to the work every single day. The more engaged the employee is, more is the likelihood of the organization to be a great place to work. Engagement is linked to three essential forces in the organization - Attrition, Productivity & Profitability. That essentially is the reason that today, all efforts are being made to make the employees feel that the organization cares for him and wants his success and growth. This organization is no different and thus wanted to understand ways of creating employee delight for its employees. Taking the employee satisfaction survey as the base, the problem areas were identified and accordingly, the recommendations to address the problems were given.},
year = {2014}
}
TY - JOUR T1 - Study the Best Practices in T&M (Time and Material) Employee Engagement Model and Recommend possible Interventions in WI-IMS (Wipro InfoTech- Infrastructure Management Services) AU - Akshay Grover AU - Kalpana Jayakrishnan Y1 - 2014/02/28 PY - 2014 N1 - https://doi.org/10.11648/j.jhrm.20140201.13 DO - 10.11648/j.jhrm.20140201.13 T2 - Journal of Human Resource Management JF - Journal of Human Resource Management JO - Journal of Human Resource Management SP - 16 EP - 21 PB - Science Publishing Group SN - 2331-0715 UR - https://doi.org/10.11648/j.jhrm.20140201.13 AB - It is essential for an organization to sustain in the long run have an engaged workforce. An engaged workforce takes an organization to great heights. Engaged employees contribute to the bottom line. Employees feel engaged when they find personal meaning and motivation in their work, receive positive interpersonal support, and operate in an efficient work environment. An employee when engaged emotionally, cognitively and physically helps creating a great place to work. The engagement levels in the organization determine the enthusiasm of an employee to come to the work every single day. The more engaged the employee is, more is the likelihood of the organization to be a great place to work. Engagement is linked to three essential forces in the organization - Attrition, Productivity & Profitability. That essentially is the reason that today, all efforts are being made to make the employees feel that the organization cares for him and wants his success and growth. This organization is no different and thus wanted to understand ways of creating employee delight for its employees. Taking the employee satisfaction survey as the base, the problem areas were identified and accordingly, the recommendations to address the problems were given. VL - 2 IS - 1 ER -
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