Deliverable 7 - Effective Leadership

Employee Engagement

Name: John Blair

Institutional Affiliation: Rasmussen College

Employee Engagement

Employee engagement survey questionnaire

1. Do you feel like you are fairly compensated for the responsibilities I undertake towards the organization’s success? As such, are you satisfied with the organization’s benefits package?

2. Do you get a sense of accomplishment from your work? Do the established work processes give you a chance to be as productive as possible? Do you feel like your role contributes to the success of the entire organization?

3. Does your manager give valuable feedback that enable you to improve your performance? Are you informed on how well you meet your goals?

4. Does your supervisor inspire and motivate you to cultivate a strong commitment to our personal and organizational goals?

5. Is your departmental head accessible to employees? Does he seek employee feedback on his leadership skills or ask for employee input during decision making?

6. Are there enough openings within the organization that allow you to grow and take on greater responsibilities?

7. Are employee opinions and suggestions looked into in the organization’s decision-making process?

8. Does the organization have an effective process of identifying development needs? Does it offer training to help employees build valuable skills that align with the organization’s mission?

9. Does the organization values diversity? How does it accommodate different employees with regard to diversity?

10. Does the organization recognize good performance as well as employee contributions and accomplishments?

Summary

Organizational commitment is the attachment employees experience with their organization. As such, the employees feel that they fit in and understand the goals of the organization. Additionally, they feel responsible towards the accomplishment of the organization’s mission. Leader-member exchange focuses on the quality of the relationship cultivated and portrayed between employees and their seniors (Min, Bambacas & Zhu, 2017). Leader-member exchange has a direct influence on employee responsibility, decisions, and consequently, their performance in the workplace. The perception of support in an organization entails the extent of how an organization values employee contribution, cares about their well being and satisfies their socio-emotional needs.

Other employee engagement surveys have shown better employee outcomes. This is due to the fact that the survey gives the employees a feeling that their feedback is valuable. As such, it boosts their morale at work. Additionally they surveys also have positive effects on employee perception of support leading to improved leader-member exchange and consequently organizational growth and increased competitive edge (Wayne, Shore & Liden, 1997).

This employee engagement survey will add operational value to the organization in that firstly, it will aid in the identification of the strengths of the workforce and harness that to gain a competitive edge. Secondly, it will establish the motivation levels of the employees. As such, this is where the leader-member exchange comes in. managers and departmental heads can share their enthusiasm and organizational commitment with their subordinates thus leading to shared objectives towards the organization’s mission. Thirdly, this survey will help to establish the factors that motivate employees in their line of duty. The result of the survey thereafter should inform changes that could be implemented to increase efficiency, involvement, and productivity of the employees. Fourthly, this survey is critical in overcoming communication barriers between seniors and their subordinates. As such, employee engagement aids in getting employee feedback, therefore, establishing a strong work culture which consequently leads to strong organizational commitment (Min, Bambacas & Zhu, 2017). Lastly, given that the employee engagement survey directs organizational growth. Increased employee engagement leads to employee satisfaction and effective leadership which all trickle down to the growth of the organization.

References

Min, M., Bambacas, M., & Zhu, Y. (2017). Strategic human resource management in China: A Multiple perspective (1st ed.). New York, NY: Routledge.

Wayne, S., Shore, L., & Liden, R. (1997). Perceived Organizational Support And Leader-Member Exchange: A Social Exchange Perspective. Academy Of Management Journal, 40(1), 82-111. doi: 10.2307/257021