Wednesday, November 22, 2017
hrcticketbutton

Employee Engagement Suffers at Lack of Superior Example

CIPD

It has been reported that the unethical behaviour that is deemed to have been accepted by management has affected employee levels of engagement.

They view this corrosive behaviour as belittling the brand they work for and it causes them to care less about their place of work. Perhaps an example of such a culture could be gleaned from the recent Barclays LIBOR scandal where it was said that since there had been no recompense from those higher up in the organisation, those doing the wrongs felt that they were not really doing anything wrong at all. This can have a damaging impact on those not involved with such behaviours if they perceive their superiors not to care about the ethics of their company.

The above news comes from a report compiled by the CIPD but, however, other employment commentators do not agree wholly with its findings. In fact there are some who very much doubt that it is acceptable to even expect any employee engagement. Others comment that the levels have not changed much at all in the last few years. These arguments suggest that the very way in which the majority of businesses are organised in itself leads to disengagement. It tends to be that only a few people at the top get rewarded for the efforts often of those below them. Why then should the majority be encouraged to engage with the company? What's in it for them? Basically, engagement is not something that just exists and managers must work hard to give their employees a reason to be engaged if that is what they desire.

The evidence in this is, however, quite disparate. There is evidence to suggest that the recession has in some ways brought people together. The bad economy has led to more employees being more inclined to work with their management to ensure they achieve the results they want. Clearly, with all these differing pieces of evidence and opinions on the matter, it would be fair to say that a lot of it comes down to the acts of management. One has to ask how much does a manager really want engagement from their staff and are they doing anything about it?

Managers who believe that the company would benefit from increased employee engagement must work at it. They need to ensure that they are more involved with aspects such as the performance appraisal of staff and the setting of achievable targets. These targets can give an employee ownership of task, which in itself is rewarding and leads to them engaging with the business. When targets are not reached there needs to be more constructive conversations as to why this might be. Creating an environment where a two way dialogue can exist between employees and management is a healthy tactic for encouraging engagement. Essentially, if employers want their staff to be engaged then they have to engage with that very issue themselves and do something about it.

Share to Linkedin