Barriers Facilitators to Engagement and Retention - MyAssignmenthelp

Question: Discuss about the Barriers Facilitators to Engagement and Retention. Answer: Introduction: Employee engagement is essential for making the coordination between the employee and employer. It is considered as the work place approach which helps employee to get mingled with right condition to give best in the organization. It is important for the manager to provide entire information about the vision and mission of the company to the employee and get everyone engaged; it would be helpful for the employee engagement. It is the report which will focus on various engagement kinds and barriers of employee engagement in the organization. There are tree kind of engagement is necessary for the organization that is cognitive engagement, emotional engagement and behavioral engagement. Cognitive engagement refers to intensity of mental energy which has been showed by people towards positive organizational outcomes. Emotional engagement defines the personal interaction which binds an individual with the organization for a long time. Behaviour of each individual in the organization is ke eping importance it is not just because it makes feel good but because it is adaptive (Haski?Leventhal, 2013). Behaviour engagement connects more employees in the team and enhances the coordination among employees. It has been analyzed that there are five common employee engagement barriers which may affect the organization that is unclear understanding among employees, bureaucratic work rules, improper work life balance, employee cynicism and capricious management practices. There is some associate in the organization who is engaged with job satisfaction and morale. It is important for the organization to appreciate them about what they do. Another barrier is cynicism which refers to cynical between management and employee (Breevaart, Bakker, Hetland, Demerouti, Olsen, Espevik, 2014). The view of this barrier is negative; espousing a view that employee of the organization is motivated selfishly and acts in life to fulfill their demands only. In fact, a true cynic would not observe the genuine effort, but rather as the latest trick of management to get more workers to work harder for no reason. Lack of work life balance is fourth barrier to engagement. Some organization wants from employee tha t they give priority organization in comparison of personal life. In the organization employees are appreciated but in the case of employee engagement it is the barrier which exists in the organization. Due to weak economic condition, many employees prefer to do work more to get extra income. It would become the fear in the mind of the employees that if they deny doing extra work, they would be next victim of downsizing. Poor management decisions are barrier of employee engagement. They make decisions but due to changing in mind, the nature of decision is not stable. Another barrier of employee engagement is bureaucracy which is common in other organization as well. It has the potential to be another engagement barrier due to in bureaucratic organization (Anitha, 2014). It refers to strict rules and procedures must be followed by employee at any condition. Due to this employee of the organization may lose their hope and the productivity of the employee may get reduced. They have no other option instead of doing hard work. They have to wait for long time for getting approval of their request. The survey has been conducted on the employee engagement ad the result drawn that only cognitive engagement got good score and emotional engagement is lower. In second survey it can be seen that job satisfaction is required in the organization because due to lack of fun activity and motivation, employee do not want to go office (Carmeli, Dutton Hardin, 2015). The employee engagement barriers have great influence on employee engagement. Employee of the organization may get hopeless and the issue on unnecessary topic may be able to be the reason of conflict. Employment issues generally arise when company reach around 50 staff. Poor behaviour of management can be the issue of employee engagement and the employee get influenced badly due to over burdened and inappropriate style of working. Misunderstanding among employees can take place in the organization due to lack of effectiveness in the communication. It may origin when one employee does not want to do work and share wrong information to the other person or the manager has not clear understanding about the vision and mission of the organization (Chathoth, Ungson, Altinay, Chan, Harrington, Okumus, 2014). The impact of barrier of bureaucracy on the employee can be adversely and the potential activity may get hampered if employee of the organization do work with fear and do mistakes regul arly. These barriers do not look the correlation between engaged employee and customers that is why it is necessary for the organization to have look on five Is of employee engagement. These Is contains inform, inspire, interact, involve and incent. Clear information is required for employee engagement otherwise it can bring the environment of lack of understanding and huge work environment may get influenced. It is essential to connect employee with the mission and vision of the company in positive manner. The origin of the barrier to employee engagement is due to work life balance. Work life balance is necessary for the business if employee does not give time to their family appropriately, it may bring the situation of irritation on work and employee can switch their job. It is required for the company to focus on providing training and development program and teach them that how to handle work within official time. It is essential for take action with employees in order to improve the condition and service of products and services (Breevaart, Bakker Demerouti, 2014). Cynics barrier bring the negative thinking in the mind of an employee and they start to think that employer and the organization want only their profit by avoiding the need of an employee. It creates the negativity in the working environment. In third survey, it has been observed that the contextual ambidexterity is 5.8 which are higher. Contextual ambidexterity refers to the ability of an organizational to concurrently arrange explorative and exploitative New Product Development (NPD) because to fulfill the need of coordination and integration to build the value. It defines that the skills of the employee are more generalists and the role of them are relatively flexible (Sevelius, Patouhas, Keatley Johnson, 2014). References Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance.International journal of productivity and performance management. Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement.Journal of occupational and organizational psychology,87(1), 138-157. Carmeli, A., Dutton, J. E., Hardin, A. E. (2015). Respect as an engine for new ideas: Linking respectful engagement, relational information processing and creativity among employees and teams.human relations,68(6), 1021-1047. Breevaart, K., Bakker, A. B., Demerouti, E. (2014). Daily self-management and employee work engagement.Journal of Vocational Behavior,84(1), 31-38. Chathoth, P. K., Ungson, G. R., Altinay, L., Chan, E. S., Harrington, R., Okumus, F. (2014). Barriers affecting organisational adoption of higher order customer engagement in tourism service interactions.Tourism Management,42, 181-193. Sevelius, J. M., Patouhas, E., Keatley, J. G., Johnson, M. O. (2014). Barriers and facilitators to engagement and retention in care among transgender women living with human immunodeficiency virus.Annals of Behavioral Medicine,47(1), 5-16. Haski?Leventhal, D. (2013). Employee engagement in CSR: The case of payroll giving in Australia.Corporate Social Responsibility and Environmental Management,20(2), 113-128.