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1.1 Analyse the meaning, principal dimensions and components of ‘employee engagement’ and compare with other related concepts.

IHRM ASSIGNMENT

Employee Engagement (5ENG)

5ENG IHR108001 

LO1:  Understand the concept and components of employee engagement and evidence showing it`s a contribution to achieving business outcomes.

1.1 Analyse the meaning, principal dimensions and components of ‘employee engagement’ and compare with other related concepts.

1.2 Justify the need for alignment between engagement practices and other corporate components if the full benefits of high engagement are to be realised.

LO2:  Understand the importance of employee engagement as a contributor to positive corporate outcomes.

2.1 Identify the principle drivers of employee engagement and evaluate the business benefits for the organisation and different stakeholders.

2.2 Explain the application of employee engagement through job design, discretionary behaviour, role autonomy and organisational citizenship.

LO3: Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context.

3.1 Identify and evaluate the use of diagnostic tools for measuring employee attitudes and levels of employee engagement.

3.2 Construct an ‘employee value proposition’ and propose relevant strategies to raise levels of employee engagement and address any barriers.

3.3 Propose relevant people resourcing, development, performance and communication strategies to raise levels of employee engagement.

Assessment brief/activity

 

Your Chief Executive is committed to having a more engaged workforce and has asked you to brief the executive team on how this could be accomplished. She has informed you that not all of the executive team understand what it means, what the benefits are and what is involved. You have been asked to develop and deliver an informative and persuasive presentation which includes:

 

  • An analysis of the meaning, principal dimensions and components of employee engagement and how it differs, if at all, from related concepts such as organisational commitment, employer involvement, job satisfaction.
  • An identification of the principal drivers and business benefits of having an engaged workforce and a signposting of some of the steps an organisation can take to create a culture of employee engagement e.g. through job design, discretionary behaviour etc,
  • A brief explanation of the need for aligning engagement practices with other corporate components.
  • An evaluation of suitable diagnostic tools for measuring employee attitudes and levels of employee engagement.
  • An example of an employee value proposition (EVP) to promote levels of employee engagement making reference to what makes a ‘good’ EVP.

Examples of relevant HR strategies to raise levels of employee engagement and address barriers.


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