The Importance of Employee Engagement Essay Example

engage their staff. ORDER AND CHANGE

Each institution possesses its unique culture and identity that should remain uniform, understandable, and distinct. In case of substantial transformations within an organization, it might be necessary to embrace a fresh identity or adjust/develop a completely new corporate culture (Dolphin, 1999). To successfully manage this transition, there is a need for a well-articulated vision. A variety of definitions highlighting the concept of vision in this setting underscore the importance of an ideal or future state as the goal for organizational change (Palmer, Dunfard & Akin, 2006).

According to Kanter et al., without a clear vision and effective internal communications, the changes made by managers might seem arbitrary and unnecessary. A vision helps to motivate staff and encourages them to work towards change, even if it may seem challenging or risky. Similarly, Sutton and Khan argue that when a major change is imminent, workers go through a sense-making process where they require information to predict and understand the situation.

According to Palmer, Dunfard, and Akin (2006), it is crucial for employees to be well-informed about the situation and what is expected from them. If the strategic intent is not clearly communicated, there is a higher chance that employees will not take supportive actions towards a change initiative at their organization level. The lack of supportive action is not a result of resistance or apathy but rather a lack of understanding of what supportive action entails (Palmer et al., 2006, p.149). Organisations must strive to find a balance between order and change. They should operate efficiently by having members consistently perform their roles and maintain structured operations,

while also remaining open and adaptable to the changing commercial environment (Jacobs, 2004, p.382). Carl Weick (1979, as cited in Jacobs, 2004, p.82) emphasizes the role of communication in managing the tension between order and change, suggesting that organizations are essentially the outcome of collaborative communication. Lewin's Three Stage Model of Change can be used to better understand this process in organizations (Carnall,2007, p.70). The model consists of three stages: 1. Unfreezing.The subject matter pertains to cultural transformation.

The initiation of genuine change begins by pinpointing the existing and required behaviors that will contribute towards realizing the organization's shared objectives and mission. This analytical process must engage all company members. The subsequent stage entails defining the needed processes and structural modifications to enable the enactment of new behaviors, as well as measuring their effectiveness. Lastly, it's crucial to firmly instill and integrate these new attitudes, values, and behaviors within the team.

The process of implementing change in an organization involves rewarding new behaviors, implementing policies, effective communication, and education to support the new culture and principles. Commitment to change is achieved during this stage. However, organizations and their environments are uncertain and constantly changing, so multiple changes may occur simultaneously. While one area is refreezing, another may be unfreezing or moving. Clark and Clegg argue that successful management in the future will require intelligence, creativity, and the ability to question and learn. Executives must learn how to balance continual change with maintaining business as usual. Organizations are dynamic and constantly reinventing themselves, so they must be monitored continuously. One possible reason for failure is that organizations do not invest enough time or

attention in understanding the psychology of change. How employees experience and react to change is a critical factor. Change in organizations is not a linear process, leading to uncertainty as the most common psychological condition that emerges. Resistance to change often occurs as a result of this uncertainty (Callan et al., 2004).

The text emphasizes that resistance to uncertainty originates from the process of dealing with change, rather than the change itself (Carnall, 2007, p.3). Additionally, it states that individuals' perceptions of how change will impact their personal interests will influence their readiness for it. People are more likely to support changes that do not seem threatening and resist changes that appear harmful to their interests (Palmer et al., 2006, p.149). Therefore, it is crucial for managers to provide consistent support to employees facing changes and address mutual interests to prevent feelings of threat.

According to Argenti (2009), effective internal communications involve providing employees with relevant and sincere information, as well as reinforcing their belief in their significance to the company and ensuring that their concerns are addressed. In order to keep employees engaged and aligned with the company's vision, it is important to listen to them and allow them to participate in conversations about organizational change (Argenti, 2009).

An example of poor attention to stakeholder reactions to change can be seen in Kodak's announcement of workforce reduction and dividend cut (Palmer et al., 2006). This lack of consideration resulted in resistance from both employees and investors, ultimately leading to the failure of the merger with Compaq Computers.

To ensure effective communication within an organization, it is essential for the organization to assess its current communication effectiveness. Argenti (2009)

suggests conducting communication audits and regular assessments to gauge employee satisfaction and address any areas of improvement.The text refers to the attitudes people have towards the organization, their perception of communication quality, and the understanding of messages.

Once the implementation of an internal communication framework is complete, it allows for the addressing of any communication deficiencies and meeting those requests. The Strategic Employee Communication Model and Best-practice Definitions (Appendix A) can serve as benchmarks and a model for effective change in a change programme. Barrett (2004) states that both the model and its various elements were influenced by research conducted in multiple Fortune 500 companies to determine what is successful in employee communication.

The known leader promotes a culture of open, casual, and truthful dialogue. His leadership

has been recognized for enhancing staff morale and efficiency as well as advocating an international corporate ethos. These accomplishments illustrate how firms can brace for change. The idea of a "learning organization" highlights the shift from solo to collective efforts. To ensure the organization's success, seamless collaboration among all members is vital.

Institutions should foster an atmosphere that encourages people to move beyond their personal interests and adjust. They must be capable of interacting with others and contributing to the shared awareness of the group. Many authors frequently emphasize the importance of fostering a learning culture within organizations as a crucial element for thriving in dynamic periods.

Hurst (1995, cited in Carnall, 2007, p. 65) suggested that organizations focusing on performance need to transition towards becoming learning organizations when dealing with complexity. This shift involves replacing rigidly defined tasks and unyielding structures with systems of recognition, networks, and team-based arrangements. Hurst also introduced an ecocycle model consisting of eight stages of renewal allowing businesses to constantly reinvent themselves through ongoing learning.

The employment of complexity theory can offer significant insights into this transformative journey.

The complexity theory is deemed significant in the study of organizational behavior, as it concentrates on a complex adaptive living entity. This perspective was proposed by Darwin, Johnson, and McAuley (2002), as mentioned in Carnall (2007, p. 84). The said organism embodies a cohesive network of agents that operate concurrently without any directive framework but are capable of intelligent adaptability (Appendix C). It aligns with the notion of self-organization (Carnall, 2007, p. 84). Moreover, Emery's argument in 2004 (quoted in Carnall, 2007, p.85) highlights how action research

anchored on open-systems theory facilitates learning and transformation.

Initially, the writer underscores the significance of education in initiating substantial transformations. The author insists that professionals should interact with people across all ranks and divisions within a company, encouraging them to take part in learning activities. Despite this, she concedes there are obstacles to address like elite member attitudes, an absence of shared terminology throughout the firm, and conflicting frameworks and priorities.

Another issue to address is the diversity in learning rates and styles among individuals (Carnall, 2007). This is where internal communications play a crucial role. Professionals need to identify communication gaps and use different techniques to engage various audiences effectively. Ultimately, the goal of education is to foster a culture of active listening and responsiveness within the organization (Macleod, p. 9). To achieve this, it is important to: -Train managers to effectively communicate values and cultures and treat their employees with respect (Macleod, p. 79). According to MacLeod's report, engaged managers should empower their staff instead of controlling or restricting them. They should appreciate and respect their employees and support their professional growth. -Provide employees with a platform and tools to communicate their concerns to management.

Macleod (p. 79) emphasizes the importance of employees feeling acknowledged and appreciated, with their viewpoints making a difference. Numerous authors underline that an organization's performance and success are influenced by employee engagement levels. In today's multifaceted business landscape, it is vital to set up a strong internal communication plan. Employees should feel connected to the organization and remain engaged with updates and participation opportunities. The company culture must be cohesive, and the vision should be

well-defined.

Ineffectively communicating and failing to involve employees in the understanding that change isn't harmful, can lead to opposition. This opposition can destabilize the organization's internal equilibrium and result in unsuccessful efforts to progress the organization. These ideas are explored by Argenti (2009), Carnall (2007), Dolphin (1999), Jimmieson et al.(2004), MacLeod and Clarke (2009), Palmer et al.(2006), Saks (2006), and Jacobs (2004).

Bibliography:

• Argenti, P. (2009). Corporate Communication, 5th Edition. Singapore: Mc Graw Hill.
• Carnall, C. (2007). Managing Change in Organisations, 5th Edition. Essex: Prentice-Hall.
• Dolphin, R. (1999). The Fundamentals of Corporate Communications.Butterworth-Heinemann.
• Jimmieson, N., & others. -A Longitudinal Study of Employee Adaptation to Organizational Change- The Role of Change-Related Information and Change-Related Self-Efficacy.Journal of Occupational Health Psychology, 9(1):11-27.
• MacLeod, D., & Clarke,N.(2009) Engaging for Success-enhancing performance through employee engagement.[report] Department for Business
• Palmer,I.,& others(2006) Managing Organizational Change-A Multiple Perspectives Approach.s.l.: Mc Graw-Hill
• Saks,A.(2006)Antecedents and Consequences of Employee Engagement.Journal of Managerial Psychology 21(7):600-619
• The Information Daily.com(2012) Making your organisation fit for change

.[online] Accessible at: http://www.theinformationdaily.com/2012/12/21/making-your-organisation-fit-to-change [Retrieved: 4 Mar 2013].

Supplement B. Five disciplines of Senge: 1.Systems thinking - A discipline that emphasizes on the importance of understanding and acknowledging the interconnectedness of occurrences and their mutual impacts.2.Personal mastery - This discipline is about persistently refining and intensifying personal vision, managing energies efficiently, cultivating patience, and perceiving reality objectively.3.Mental models - This field entails revealing and scrutinizing internal depictions of the world to ascertain they are precise and valid.4.Shared vision - This discipline seeks to foster a common sense of purpose and direction among team members.5.Team learning - This practice highlights the significance of establishing a

communal learning environment where individuals can learn collectively while harnessing each other's knowledge and skills.

The narrative emphasizes the vital importance of leadership in formulating and conveying a shared vision. It also highlights the essentiality of teams in flourishing organizations, suggesting that members should acquire knowledge within a group context. Furthermore, the works of Darwin, Johnson, and McAuley portray an emerging system made up of a multitude of agents operating concurrently without any supervisory or control structure. These agents exhibit adaptive intelligence as they constantly search for patterns and attempt to understand them while testing hypotheses and advancing their learning. Alterations are achieved through learning, evolution, and adaptation with control dispersed throughout the system. The balance within this framework is achieved through both rivalry and collaboration among these agents resulting in partnerships and mutually advantageous agreements. This concept aligns well with previously mentioned ideas about self-organization. (Senge, 1990; Carnall, p. 164; Appendix C; Darwin et al., 2002; Carnall, p. 84)