Employee Performance

1 Employee Performance The performance of employees is a concern to any employer, underpinning the efforts organizations put in employee engagement to improve their output. The concept of employee engagement can be defined as the degree to which employees of an organization feel zealous and passionate about their jobs. The passion can be seen in the extent of commitment to the entity and how they put the discretionary effort in performing their occupational roles. The depth of employee engagement can be gauged through their participation in various activities, output, and morale.

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2 The factors that impact employee engagement are a starting point when trying to enhance performance. There are two salient drives of employee engagement that should be considered by the organization in mearing the level of engagement (Thomas, 2020). The two are engagement with the organization and engagement with the manager or immediate supervisor. Each driver heavily influences employee performance, hence imperative that the organization considers it in employee engagement. The engagement with the organization as a whole and how they feel about top leadership can be measured to determine the degree of employee engagement. Under this factor, employee confidence in organizational management, fairness, and trust issues are considered (Turner, 2020). The way an employee feels about an organization influence their passion to work and their level of commitment. Employees who have established a cordial relationship with their organizations have a tendency to feel that they are part and parcel of that entity because their lives are entwined (Sharma, Chaudhary, and Singh, 2019). As a consequence, they draw pleasure in, and satisfaction in seeing the organization perform well, hence their high level of engagement.

Engagement with managers focuses on determining how well employees relate to their direct superiors. Topics include feeling valued, being treated fairly, receiving feedback and direction, and generally, having a strong working relationship between employee and manager based on mutual respect (Thomas, 2020). Employees should be able to freely and constructively interact with their managers or supervisors for them to effectively perform their duties. In a given entity, staffs receive instruction from their seniors, which underpins the value of engagement with the manager or supervisors (Thomas, 2020). In a case where an employee cannot engage their immediate supervisors or managers, they are bound to get relaxed, underperform, or get wrong instructions. Their level of engagement goes down to the detriment of performance.

3 Practice to Increase Employee Engagement Employment engagement can be increase through a number of practices that are tested and proven to be effective. The following are some of the practices the organization can implement to bolster employee engagement: Reward Engagement The reward is a common strategy that is used to motivate employees to be more passionate about their work. According to Thomas (2020), rewards can be in terms of bonuses, promotions, trips, and other gifts to high-performing employees. Human beings tend to perform better when they know that there are rewards if they gave their bests in what they are doing. The highly performing employee should be recognized and rewarded (Thomas, 2020). The reward system should be free and fair to high performers as well as those who show the biggest improvement. In this respect, the organization can create a system for identifying highperforming employees for the purpose of reward.

Proper Remuneration The compensation of employees for service delivered in terms of labour is another major practice that can help to improve employee engagement. Alarifi and Al-Abbasi (2020) hold that employees are more motivated to give their best when they are well remunerated compared to when they are poorly paid by the employer. Issue such as absenteeism and retention challenges can be influenced by poor remuneration of employees. The salary paid should be commensurate to the employees' qualifications and the assigned work. The employee should not be paid little to the extent that he or she struggles to meet the basic needs (Alarifi and Al-Abbasi, 2020).

4 Most importantly, compensation for labour is a major motivational factor that influences the job market. Employees often =n look at the salary before committing to work for an organization (Vitt, 2014). For this reason, employers can increase the salary of employees as a motivation or attract and retain best-performing employees.

Create a Strong Feedback Culture The organization can enhance employee engagement by developing a robust and sustainable feedback culture. Responses to employees and vice versa enhance the sense of value within the labour force. Employees who feel valued are likely to develop more passion for their jobs than those who feel valueless (Turner, 2020). Feedbacks can include acknowledgement of work done and positive commentaries about the perfectly done job. A feedback culture would also take into account responses to employee concerns. Employees feel appreciated and thus commit themselves to their work when they receive timely responses to their queries or requests.

Moreover, the feedback culture would entail checking on employees to know if they understood the instructions or their roles well. Turner (2020) asserts that when an employee is asked to perform a certain function, it is imperative to note if he or she accepted the mandate.

The feedback culture demands that such an employee notifies the assigning authority of his or her acceptance of the tasks assigned (Thomas, 2020). In organizations, employees’ engagement increase with growth in positive feedback and vice versa, underscoring the value of a feedback system.

Performance management programs can also be used to promote feedback culture in the organization. Regular performance reviews, impromptu check-ins, and one-on-one talks can help manage employee's performance (Thomas, 2020). By so doing, employees are kept under

5 constant pressure to deliver the best because they know that there are reviews and monitoring of their output. When there is no performance management, the employee would feel little or no pressure to give their best because there would be no consequences if they underperformed.

Regular Communication with Employee Employee engagement can be improved through regular communication with the organization’s top leadership of immediate supervisors. Communication is critical in any give circumstances because for an organization to function well, there should be sharing of information between various parties. In his studies, Tewari (2020) established that communication keeps employees informed and positive about their work, impacting their engagement levels. In addition, the mode of communication should encourage respect and a sense of caring to keep the employees motivated. Lack of communication can create misinformation or relaxation on the part of employees, impacting their performance.

Organizations that have a high level of employee engagement prioritize communication to enhance employee satisfaction. Using tools such as leadership roundtables, exit interviews, all-organization meetings, performance reviews, and one-on-one meetings promotes communication (Sharma, Chaudhary, & Singh, 2019). Employees are likely to increase performance when they are highly engaged with the management through the right communication channels than when there is poor communication. Performance reviews involving a talk with an employee help improve performance because the employees can learn where they made errors and change for the better in their future assignments (Zeidan and Itani, 2020). Communication transcends all activities employees engage in while serving the

6 organization. Therefore, the firm can consider making communication a priority area in improving employee engagement and, by extension, performance.

One-on-one communication helps an organization to build and maintain rapport with employees. Good rapport is required to keep employees motivated in their respective duties.

Bridger (2015) establishes that a manager who does not have good relations with employees contributes to their lower engagement. It is also important to note that a good bond between the management and employees promotes effective communication, impacting overall performance (Bridger, 2015). Supervisors and managers ought to ensure that employees feel their influence and presence in a constructive way. As Tewari (2020) affirms, the management can help employees discover their weaknesses and solutions through a one-on-one talk. Employees usually feel motivated if such talks are tailored to be fruitful.

In conclusion, employee engagement is a critical area of interest in organizational management that denotes the passion and commitment of an employee to perform his or her duties and serve the best interest of the organization, employer. Engagement enables employees to invest their time, skills, and competency in what they do for the organization. Proper communication, rewards, and a Strong feedback culture can be explored to promote employees' engagement, impacting their performance.

7 Bibliography Alarifi, A. and Al-Abbasi, J., 2020. Employee Engagement: The Underlying Factors.

International Journal of Psychosocial Rehabilitation, 24(Special Issue 1), pp.59-67.

Bridger, E. 2015. Employee engagement. London, United Kingdom: Kogan Page.

Sharma, N., Chaudhary, N., and Singh, V. K. 2019. Management techniques for employee engagement in contemporary organizations. Hershey, PA: Business Science Reference.

Tewari, I., 2020. Factors that Drive Employee Engagement in Organizations: A Review.

International Journal of Psychosocial Rehabilitation, 24(5), pp.6767-6773.

Thomas, D., 2020. Formal Organizational Initiatives and its Impact on Employee Engagement.

International Journal of Psychosocial Rehabilitation, 24(3), pp.2336-2344.

Turner, P. 2020. Employee engagement in contemporary organizations: Maintaining high productivity and sustained competitiveness. Springer Nature.

Vitt, L., 2014. Raising Employee Engagement Through Workplace Financial Education. New Directions for Adult and Continuing Education, 2014(141), pp.67-77.

Zeidan, S. and Itani, N., 2020. Cultivating Employee Engagement in Organizations: Development of a Conceptual Framework. Central European Management Journal, 28(1), pp.99-118.