Leadership Style in Predicting Engagement Free Samples to Students

Question: Discuss about the Leadership Style in Predicting Engagement. Answer: Introduction The effective performance parameter of the organisational staffs is necessary to achieve the competitive advantage in the business scenario. Therefore, it is essential for every organisation to determine the necessary methods for motivating the employees to keep the more focused and engaged to the business functionalities. Judge et al. (2014) implied that different people present their different demands. Therefore, it is difficult to ensure the exact process of motivating the employees. The human resource management of the organisation takes the responsibility to motivate the employees and bring out the effective performance outcome more specifically. Understanding the theoretical approaches will be helpful in analysing the impact of employee motivation on employee engagement. However, David, McClelland, the professor of psychology described the three major types of the motivational factors, such as achievement, affiliation, and authority and power. The study will thus focus on the s pecific motivational process ensured by the organisations to keep the employees engaged towards their job responsibility. The theoretical analysis will provide the clear ideas about the associated the motivational process that help in engaging the employees. The involvement of these factors will be helpful enough in determining the engagement of the employees within the organisational process. When the top management recognises the efforts of the employees, it generates the sense of security among them and accordingly helps them to achieve the personal and professional goals. According to Strom, Sears and Kelly (2014) motivation is the method of boosting the employee morale for encouraging to accomplish the assigned goals. In fact, motivation is conceptualised as the process of achieving the extraordinary results. The skilled performance parameter of the employees is necessary to achieve the organisational success. Hence, it is necessary to adopt certain initiatives that will provide both the monetary and non-monetary facilities to the existing employees (Breevaart et al. 2014). Various types of motivational factors are influencing the employee behaviour in an organisation. The human resource management of the organisation takes the resp onsibility to motivate the employees and bring out the effective performance outcome more specifically. Understanding the theoretical approaches will be helpful in analysing the impact of employee motivation on employee engagement. Theory of Motivation In order to understand the employee behaviour, Frederick Herzberg introduced the two-factor theory. The theory is much helpful in recognising the attitude of the employees. The two factors associated with this theory are motivators and hygiene factors. Hygiene factors are suggesting some of the basic needs of the employees. Usually, these factors do not lead to any kind of positive satisfaction, but the absence of these factors may lead to dissatisfaction. The hygiene factors include the salary structure, company policies, fringe benefits, status, physical working conditions, job security, and interpersonal relationship (Lepper and Greene 2015). The competitive pay structure is essential for the employees to keep them engaged towards the work. The human resource management needs to ensure that the administrative policies are not too rigid for the employees (Shuck and Reio Jr 2014). It will be effective for the employees to feel secure about their position. The employees even seek the fringe benefits, like health care plans and other employee health programmes (Nie et al. 2015). On the other hand, it is necessary for the human resource management to maintain the proper interpersonal relationships with the employees. It is necessary to generate sense of transparency among the employees. On the other hand, the motivational factors include recognition, responsibility, sense of achievement, meaningfulness of work, and growth and promotional activities. It is to be indicated that the motivational factors usually yields the positive satisfaction that are inherent to work. The involvement of these factors will be helpful enough in determining the engagement of the employees within the organisational process. When the top management recognises the efforts of the employees, it generates the sense of security among them and accordingly helps them to achieve the personal and professional goals. It is essential for the employer to provide the proper promotional and growth opportunity to the employees to keep the engaged in performing the organisational functionalities (Nuttin 2014). Hence, it can be inferred that the concentration on such motivational factors to motivate the employees and engage them in the organisational works. In fact, it can be interpreted that the positive outcome of the employees performance can help the organisation to achieve the competitive advantage. Links with the Articles The journal articles provide the insightful ideas about the effectiveness of the employees performance in enhancing the organisational profitability. The subject has the clear links to the topic. The maintenance of the effective performance is eventually increasing the productivity of the entire organisation (Crawford et al. 2014). However, if the employees lack the proper motivation from the top management of the organisation, it will affect their morale. In fact, it may make them more reluctant to perform the organisational activities. Hence, it is essential for the human resource management to keep the focus on the basic needs and demands of the employees (Saks and Gruman 2014). The motivation not only comes from the monetary benefits. The employees even seek some of the non-financial benefits that will serve as the motivational process for the existing individuals. For example, when the employer is paying attention towards the knowledge sharing process of the employees, it will b e helpful for them to improve the professional skills and become competent. The article, Motivating Knowledge Sharing in Knowledge Management Systems: A Quasi-Field Experiment suggests that using the knowledge management system is one of the significant process of motivating the existing employee (Wang, Noe and Wang 2011). The empirical study present in this article is highlighting the psychological factors of the individuals that lead to satisfaction or the dissatisfaction. The employee dissatisfaction even leads to employee attrition. Hence, it is essential to keep the focus on the satisfaction level of the employees. The other article, The Impact of High-Performance Human Resource Practices on Employee Attitude and Behaviours also suggests the necessity of retaining the employees with proper motivations. The article is quite different to the previous article, because it suggests the improvement of the HR roles and responsibilities (Kehoe and Wright 2013). The maintenance of the proper interpersonal relationships by the human resource management is necessa ry to influence the positive behaviour of the existing employees. The obtained information from the data collection process in this article indicates that the high performance of the employees depend on the proper behavioural manner maintained by the human resource management team. The article, Collective Organisational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance presents the idea about the comprehensive theoretical implication of the organisational engagement (Barrick et al. 2015). The article clearly portrays the idea that it is essential to motivate the employees in a significant way. It is noted that the employee engagement is facilitated by maintaining three major aspects, such as motivation, human resource roles, and the effective leadership style. Such organisational resources are maximising the psychological conditions that are necessary for engaging the employees in a significant way. Differences between the Articles and Integrated Interpretation The information received from the articles is concentrating on the similar subject matter. However, even though all the articles are conducting the empirical researches, there are some of the dissimilarities between the research processes. The individual articles have used the different types of the tests are associated with the study. The articles needed to present more elaborative ideas about the collective perceptions. The major limitation of the article information is these articles lack the suggestions for the innovative procedures that can be applied to the business processes. The current business world is much advanced. Hence, it is essential to upgrade the methods that can be beneficial for the employees as well as the employers. In fact, the articles do not even include the essential resources for managing the proper motivational process. The lack of the sufficient resources can lead the organisation towards negative consequences. The assimilation of the logical networking i s essential for every individual organisation. The effectiveness of the human resource management is necessary in such cases. Conclusion The skilled performance parameter of the employees is necessary to achieve the organisational success. Hence, it is necessary to adopt certain initiatives that will provide both the monetary and non-monetary facilities to the existing employees. The human resource management needs to ensure that the administrative policies are not too rigid for the employees. It will be effective for the employees to feel secure about their position. The employees even seek the fringe benefits, like health care plans and other employee health programmes. The maintenance of the proper interpersonal relationships by the human resource management is necessary to influence the positive behaviour of the existing employees. The articles needed to present more elaborative ideas about the collective perceptions. The major limitation of the article information is these articles lack the suggestions for the innovative procedures that can be applied to the business processes. The current business world is much advanced. Hence, it is essential to upgrade the methods that can be beneficial for the employees as well as the employers. References Barrick, M., Thurgood, G., Smith, T. and Courtright, S., 2015. Collective Organizational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance. Academy of Management Journal, 58(1), pp.111-135. Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.K. and Espevik, R., 2014. Daily transactional and transformational leadership and daily employee engagement.Journal of occupational and organizational psychology,87(1), pp.138-157. Crawford, E.R., Rich, B.L., Buckman, B. and Bergeron, J., 2014. The antecedents and drivers of employee engagement.Employee engagement in theory and practice, pp.57-81. Judge, T.A., Simon, L.S., Hurst, C. and Kelley, K., 2014. What I experienced yesterday is who I am today: Relationship of work motivations and behaviors to within-individual variation in the five-factor model of personality.Journal of Applied Psychology,99(2), p.199. Kehoe, R. and Wright, P., 2013. The Impact of High-Performance Human Resource Practices on Employees Attitudes and Behaviors. Journal of Management, 39(2), pp.366-391. Lepper, M.R. and Greene, D. eds., 2015.The hidden costs of reward: New perspectives on the psychology of human motivation. Psychology Press. Nie, Y., Chua, B.L., Yeung, A.S., Ryan, R.M. and Chan, W.Y., 2015. The importance of autonomy support and the mediating role of work motivation for well?being: Testing self?determination theory in a Chinese work organisation.International Journal of Psychology,50(4), pp.245-255. Nuttin, J., 2014.Future time perspective and motivation: Theory and research method. Psychology Press. Saks, A.M. and Gruman, J.A., 2014. What do we really know about employee engagement?.Human Resource Development Quarterly,25(2), pp.155-182. Shuck, B. and Reio Jr, T.G., 2014. Employee engagement and well-being: A moderation model and implications for practice.Journal of Leadership Organizational Studies,21(1), pp.43-58. Strom, D.L., Sears, K.L. and Kelly, K.M., 2014. Work engagement: The roles of organizational justice and leadership style in predicting engagement among employees.Journal of Leadership Organizational Studies,21(1), pp.71-82. Wang, S., Noe, R. and Wang, Z., 2011. Motivating Knowledge Sharing in Knowledge Management Systems: A QuasiField Experiment. Journal of Management, 40(4), pp.978-1009.