STRATEGIC HUMAN RESOURCE BUSINESS PARTNER

EMPLOYEE ENGAGEMENT

ER's Relation to Performance

"The most productive employees are those who are content and happy in their jobs."

It's common knowledge that contented workers make more contributions to their employer's success and business. Because of this, it is essential to address the issues pertaining to an organization's human resources, as their performance is closely linked to them.

Performance is calculated as follows: Ability * Effort * Support

Let's interpret it this way:

A worker is competent enough to complete specific jobs. Even when he or she is giving it everything they have, their performance will suffer if the organization does not support them.

Therefore, the main duty in employee relations is to establish a support system. It is critical to comprehend the demands and requirements of each individual employee in order to build the support foundation.

Abraham Maslow's "Theory of Needs"

A psychologist who specialized on positive human traits and the lives of role models, Abraham Harold Maslow was born on April 1, 1908, and died on June 8, 1970. His book Motivation & Personality presented his beliefs, and in 1954 he developed the "Hierarchy of Human Needs."

The greatest aspirations of human life must be considered in order to fully comprehend it. At this point, it is imperative to acknowledge without reservation that growth, self-actualization, the pursuit of health, the search for identity and autonomy, the desire for excellence, and other expressions of the "upward" striving are ubiquitous, if not universal, human tendencies.

Every human need, in Maslow's theory, is ranked from bottom to top as follows:

1. Physiological: breathing, eating, clothing, shelter, sleeping, and water intake, among others.

2. Security & Safety: Safety in the Body

3. Loving and a sense of belonging: relationships with family, friends, and groups; social connections; etc.

4. Esteem consists of the following: accomplishment, recognition, self-worth, self-confidence, respect from others, and regard for others.

5. Self-Actualization: Achievement, pride, psychological development, originality, spontaneity, problem-solving, lack of bias, acceptance of reality, morality, etc.

This need, which we can refer to as self-actualization, is what a man must and can be. It alludes to the urge for self-fulfillment, or more specifically, the propensity for him to actualize as he is capable of being. This propensity could be described as the desire to become everything that one is capable of becoming, or to become more and more of what one is.

Realizing oneself Some people are content with life in its entirety, whereas the majority of people are content with isolated victories.

By comprehending their demands and requirements and creating ER Initiatives in response, an organization's excellent employee relations can give or construct the support system for its workers.

In this case, the process is facilitated by connecting Maslow's hierarchy of requirements to organizational structure.

Senior Management Employees

^

Middle Management Employees

^

Junior Management Employees

^

Entry Level Employees

Based on the demands and specifications pertaining to particular levels, the organization's ER Department might create ER Initiatives for its staff.

Food/Shelter/Clothing: Examples include ER Initiatives for Physiological Needs.

1. The availability of a canteen within office space.

2. Coupons for discounts when purchasing clothing during festivals.

3. Giving staff members access to guest houses and other lodging options.

4. Collaborating with property advisors to find homes for newly hired staff who are relocating.

Recognizing Job Satisfaction:

The best way to define job satisfaction is as "a positive emotional state resulting from evaluating one's job experience." It results in dedication within the organization.

Frederick Herzberg's "The Hygiene-Motivation Theory":

Frederick Herzberg conducted studies to identify the elements of an employee's work environment that contributed to contentment or discontent in order to better understand employee attitudes and motivation. He discovered that the variables producing job unhappiness were distinct from those causing job satisfaction (and perhaps motivation).

He created the motivation-hygiene theory, a two-factor theory, to account for the findings of his research.

The factors that influence job dissatisfaction are as follows : hygienic factors; working conditions; interpersonal relationships; policies and rules; supervisor quality

Herzberg's Two Factor Principles : Increasing the Satisfier Factors Increases Job Satisfaction

Reductions in the variables of hygiene Workplace Unhappiness

Factors that are more satisfying have an impact on job satisfaction.-Completion of tasks Acceptance - Accountability Progress - Work (On Itself)

One important finding of Herzberg's theory is that job satisfaction and job dissatisfaction are not mutually exclusive.

1. Lack of satisfaction is the antithesis of satisfaction.

2. No Dissatisfaction is the antithesis of dissatisfaction.

According to Herzberg, the elements that contribute to job happiness are "separate & distinct from those that contribute to job dissatisfaction."

To put it simply, it means that: -Removing or attending to unsatisfactory job circumstances may bring about peace, but it may not always improve performance.

Nevertheless, enhancing job satisfaction variables won't make job discontent go away. Every organization must use a two-step procedure for employee motivation;

1. Reducing Unhappiness at Work

? Correcting Inadequate and Outdated Company Policies

? Offering Helpful and Efficient Supervision

? Fostering & Maintaining a Climate of Respect & Dignity for Every Employee

? Ensuring Competitive Pay/Salaries

2. Creating an environment that promotes job satisfaction

? Offering avenues for success

? Acknowledging individuals' endeavors and contributions

? Creating a work profile that corresponds with each person's skills and abilities

? Creating a work profile that is equally fulfilling

? Offering advancements/growth opportunities through promotions etc.

Issues like employee turnover and absenteeism are caused by a lack of organizational commitment and job satisfaction.

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