Organizational Behaviour Monetary Mechanism or Statistics

Question: Describe about the Organizational Behaviour for Monetary Mechanism or Statistics. Answer: Organizations have normally rely upon monetary mechanism or statistics when assessing their value, health as well as performance. However, in the recent past, organizations have realized the significance of people-oriented indicators including worker characters, attitudes as well as perceptions remain critical forecasters of the behavior and performance of the employees (Shuck and Wollard 2008). Employee engagement has become a competitive advantage and it can be used to enhance productivity as well as gratification amongst the workers besides entire performance of the organization. Engagement integrates physical and emotional energies to task role performance. An employee who is engaged will be engaged physically in task, vigilant cognitively as well as associated emphatically with stakeholders hence increased productivity (Medlin and Green 2014). The employee engagement leads to both optimistic outcomes for persons and the organizations based on profitability and productivity. The engagement leads to significant connotation between worker engagement, growth and profitability of business alongside loyalty among customers. For example, Southwest Airlines remains a typically sample of both association and engaged workers as well as customers where there is a high level of engagement and customer loyalty. The employee engagement thus leads to customer loyalty which in turn leads to success of the organization. This is because this Airline has created a blog where employees and customers have freely voiced their opinions including production of videos that convey their feelings of the Airline. In this sense, engaging workers is a significant practice in the success of organizations since it improves the productivity as well as ginning customer loyalty. This has even been more prominent in the service industry in which workers are constantly in face-to-face contacts with the clients. Through employees engagement, many organizations have acknowledged that it is increasingly more expensive to recruit new workers. Such organizations trust that via training as well as developing the existing staffs, the act generates a feeling of being valued among the employees at the organization (Ghadi 2012). This in turn becomes a more influential reason for the employees to stay and give the best to the organization. A highly engaged employee is less probably to turnover or become absent from his work. There is, therefore, a negative correlation between engagement and turnover intent. Another example that can illustrate the contribution of employee engagement to the effectiveness of the whole organization is KIA Motors. Here, there is a high connection between leadership and engagement of the employees. The HR department of KIA Motors recognized that both middle and senior management played critical roles in the construction of engaged labor force. They have subsequently displayed managers on successions of training course thereby developing skills leading to overall increase in manager performances. The employee engagement makes managers or leaders to become more self-assured in respective skills hence establishing a compassionate as well as inclusive environment in which both feedback and communication is often exchanged. In this case, staffs will share their sentiments easily on decision and policies as contrasted to executives being ill-informed as well as narrow-minded (Batista-Taran et al. 2013). Accordingly, employees engagement contributes to the general effectiveness of the organization based on increased motivation, performance of organization, staff retention, focus and profitability. References Batista-Taran, L.C., Shuck, M.B., Gutierrez, C.C. and Baralt, S., 2013. The role of leadership style in employee engagement. Ghadi, M.Y., 2012. The role of meaningful work and employee engagement in understanding the relationship between transformational leadership and work outcomes: an employee perspective. Medlin, B. and Green Jr, K.W., 2014. Impact of Management Basics on Employee Engagement. Academy of Strategic Management Journal, 13(2), p.21. Shuck, M.B. and Wollard, K.K., 2008. Employee Engagement: Motivating and Retaining Tomorrow's Workforce. New Horizons in Adult Education and Human Resource Development, 22(1), pp.48-53.