-75%
Solution
1.1 Emerging Approaches to Employee Voice and Engagement
Employee Voice- CIPD (2022) defines employee voice refers as mechanisms that allow workers to provide input, feedback and express opinions and concerns to management on issues that affect their work and company.
Emerging approaches include;
Greater use of communication technologies- New intranet platforms, internal social networks, and discussion forums allow managers to actively solicit input and feedback from employees on any topic (Eisenhauer, 2015). Workers can anonymously raise concerns or suggestions in an open dialogue. This increased connectivity makes employees feel more empowered that their voices will be heard. However, management must visibly demonstrate how inputs are addressed to maintain trust in these systems.
Formal representation structures- Companies are experimenting with new forms of representation like divisional works councils or proportional union membership that facilitate earlier employee involvement in strategic planning. Early pilot programs indicate such formal structures improve information flow between the shop floor and executive suite. However, guarding against ‘management capture’ of representative bodies remains important for maintaining true employee voice.
Employee engagement- Employee engagement refers to an employee’s emotional commitment and involvement with their organization as evidenced by CIPD (2021). Engaged employees are motivated and dedicated to performing well in their roles.
Emerging approaches Include;
Goal-setting and recognition- Pervaiz et al. (2021) point out that Participative mechanisms where employees help set their team or departmental objectives show promise for boosting engagement. Individuals feel invested when they contribute to defining meaningful targets and receive regular feedback on progress. However, managers require training to effectively solicit ideas and ensure diverse viewpoints are incorporated into objectives.
Learning and development opportunities- Investing in continuous skill-building and internal mobility programs matches employee needs for growth better than traditional performance reviews. But equal access must be ensured so such opportunities are not confined to a few top performers.
Recommendations
Training for managers – Supervisors require training to effectively facilitate open communication through new technology platforms (Boettge, 2017). They must understand how to incorporate diverse employee perspectives into goal-setting and decision-making.
Monitoring and feedback – Track engagement levels using pulse surveys to identify areas for enhancement. Provide feedback to employees on how their input was addressed to maintain trust in representation structures.
Equal access to opportunities – Ensure learning/mobility programs benefit all interested individuals, not just high performers as evidenced by Sentrient (2023. Monitor representation bodies for potential “management capture” that limits independent employee voice. Conduct inclusion workshops for underrepresented groups. With proper implementation including the above recommendations, emerging approaches can significantly help organisations strengthen employee voice, boost engagement, and create better work environments.
1.2 Differences between employee involvement and employee participation
Level of influence – One of the key differences between employee involvement and participation is the level of influence workers have. Involvement primarily focuses on information sharing where management will update staff on business matters but the ultimate decision making power rests with managers as evidenced by Bullock (2021). Participation affords employees a greater level of direct influence through representative structures like trade unions or works councils (Duran, 2016). These bodies allow workers to actively participate in the choice selection process rather than just give their opinion.
Type of decision making – Another divergence lies in the type of decision making process used. Involvement usually takes the form of consultation where management will consider staff feedback on proposals, but management retains the right to decide the ultimate outcome. Participation incorporates joint decision-making where representatives from the workforce have an equal say in adopting or rejecting options through their involvement in bodies that make choices collaboratively with leadership.
Range of issues – Involvement frequently relates to topics directly concerning productivity and quality that staff may know to contribute to. Participation encompasses a broader scope of both operational and strategic matters pertaining to the business like health and safety, work policies and even planning through involvement in governance forums. This significantly increases the spheres where worker views can influence outcomes.
Both employee involvement and participation can help build effective employment relationships in following ways;
Both employee involvement and participation methods are important for constructing open and trusting employment relationships as reported by Recognize (2022). Involving staff through regular communication and feedback helps foster transparency between management and workers. It allows employees to feel their views are being considered even if they don’t directly influence decisions. Participation provides a higher level of two-way communication through representative bodies. This collaborative approach to decision making helps develop mutual understanding between parties. It allows workers to influence important issues through their representatives. Both lessen the ‘us vs them’ mentality by including employees as partners in organisational success rather than a separate entity.
1.3 Surveys, Suggestion Schemes and Team Meetings
Surveys
Surveys are a useful tool to gauge employee engagement and identify engagement priorities. According to Linkedin (2023), regular pulse surveys solicit anonymous feedback on work satisfaction, leadership, and compensation and development opportunities. Sharing results company-wide promotes transparency.
Pros- Surveys provide an anonymous mechanism for employees to offer feedback about what is working well and areas that need improvement. This insight helps management understand engagement from the worker perspective.
Cons- While surveys give a representative view, low response rates may mean the data is not truly reflective of the entire workforce (Bhattacherjee, 2019). Designing and distributing surveys takes administrative resources to create, implement and analyze responses.
Suggestion schemes
Suggestion schemes encourage employees to propose ideas to improve work practices, processes or customer service (Team, 2023). Submitting and implementing suggestions empower staff to directly influence changes. Recognising top submitters and implementing successful ideas financially and socially rewards additional effort and innovation.
Pros- This fosters a sense of value and participation in business success as eviodenced by Selbie (2023). Tracking suggestion metrics over time shows a commitment to continual improvement. Successful stories promote the scheme to increase inputs. Transparency around implemented ideas maintains enthusiasm.
Cons- While suggestion schemes can promote engagement, they require resources to administer the program effectively. Not all employee proposals may be realistic or feasible to adopt. This could reduce buy-in over time if submission rates are low.
Team meetings
Regular team meetings provide an important forum for building collaboration, connection and engagement. According to Aanchal (2022), when well-run, meetings foster open communication and give staff a voice to raise issues or ideas. Recognizing team accomplishments and sharing relevant business updates helps employees feel informed and involved.
Pros- Encouraging participation through discussion questions and two-way dialogue makes attendees feel valued (Bishop, 2021). Practicing active listening and addressing concerns demonstrates care for worker well-being. Having action items and accountability for follow-ups keeps momentum ongoing.
Cons- Not all staff may feel comfortable actively engaging in meetings. Introverted personalities may be less likely to voice views in a group setting.
1.4 Employee Voice and Employee engagement
Employee voice refers to opportunities and mechanisms for staff to provide feedback and input into the workplace (CIPD, 2022). Employee organisational performance encompasses productivity, quality, safety, retention and other metrics used to measure how effectively an organization achieves its goals and missions through its human capital (Tahir, 2020).
Differences
Focus – Employee voice is primarily concerned with the well-being, morale and experience of the individual employee. It focuses on empowering staff and giving them ownership over their work. Organisational performance on the other hand focuses on metrics that measure how effectively the organization as a whole is achieving its broader goals from a business perspective.
Measurement – Employee voice is generally measured through mechanisms that gauge job satisfaction, workplace culture and perception issues like surveys, feedback groups as evidenced by Ganesh (2023). Organisational performance is measured through concrete metrics like profit, productivity, quality standards, retention rates (Bc Campus, 2014). The measures provide different lenses on the workplace.
Influence – Employee voice allows employees to provide input that can influence workplace policies, processes and decision making over time. While performance metrics do not directly empower staff in the same way, they are influenced by employees’ collective work. Organisational performance is also impacted by external economic factors outside an individual employee’s control.
1.5 Concept and Design of Better Working Lives
Concept
The concept of better working lives focuses on fostering strong employee well-being beyond just legal compliance (CIPD, 2023). To promote physical health, employers can subsidise gym memberships, offer wellness seminars and healthy foods. Encouraging walking meetings and activity breaks helps staff manage stress. For mental health, reducing excessive workloads and creating a psychologically safe space supports staff. Managers should monitor burnout signs and empower workers in their roles.
Design
Designing Positive Culture
The design of better working lives focuses on positive culture, policies and initiatives that genuinely care for employee well-being.
Physical Health- To promote physical health, employers can subsidise gym memberships or on-site exercise classes to make staying active affordable and convenient. Having standing desks, walking paths or activity incentive programs in the workplace encourages movement throughout the day (Energym, 2023).
Mental Health- For mental health, reducing excessive workload pressure through reasonable deadlines and protecting non-work time prevents burnout. Managers should regularly check-in with their teams to monitor signs of stress or strain. Employers can adopt mental health days where employees can take time off without using vacation to de-stress without stigma (Schulz, 2021). Implementing an open-door policy and confidential counseling through an EAP (employee assistance program) gives staff support outlets. Peer support groups and mental health first aid training for colleagues allows them to spot issues and provide initial help.
Organising regular social wellness events provides a support network. Rewards and recognition programs acknowledge health-promoting activities to positively reinforce behaviors (Gimbal, 2021). Together these physical and mental health initiatives foster a culture where employees feel valued, cared for and empowered to properly manage their well-being inside and outside of work.
2.1 Organisational Conflict and Misbehaviour
Herrity (2023) defines Organisational conflict as disagreements and tensions between employees or groups within a workplace. Misbehaviour encompasses negative actions by employees that disrupt operations or violate organisational policies, such as tardiness, absenteeism, substance abuse, or aggression (Mbagwu, 2018).
Differences
Causes- Conflict arises from differences like communication styles or personalities clashing, while misbehaviour stems from intentional disregard for rules or disrespect towards others.
Impacts- Conflict negatively impacts interpersonal relationships and team cohesion if unresolved but may be temporary (Maricopa, 2023). Misbehaviour undermines policies, production, and potentially creates a hostile work environment through aggressive or unsafe behavior (Mbagwu, 2018).
Resolution- To resolve conflict, managers facilitate open discussion to build understanding between opposing views as evidenced by Gossman et al. (2023). The goal is a collaborative solution balancing all interests. Misbehaviour resolution depends on its severity but aims to correct the unacceptable behavior through accountability. Consequences could include coaching, written warnings, suspension or termination if rehabilitation is unsuccessful (Mbagwu, 2018). While both can create workplace issues, the causes, impacts and most suitable resolution approaches differ. Conflict resolutions preserve relationships, and misbehaviour resolutions modify conduct and protect the organisation’s functioning and values.
Formal and Informal Conflicts
According to NCVO (2023), Formal conflicts involve official grievances filed through a company’s dispute resolution process. Informal conflicts are interpersonal disagreements addressed directly between parties without third party involvement through discussion and negotiation aiming for reconciliation.
Differences
Process – Formal conflicts engage official grievance policy steps like documentation and arbitration (OpenStax, 2023). Informal conflicts are resolved directly through open dialogue.
Participants – Formal conflicts involve all parties to the complaint plus representatives. Informal conflicts are resolved privately between direct stakeholders.
Authority – Formal conflicts have manager/HR oversight and definitive outcomes (Blink, 2022). Informal conflicts give parties autonomy but lack ensured outcomes. Both formal and informal conflicts have merits depending on context. Formal ensures policies followed but may damage relationships, while informal preserves relationships but lacks oversight.
2.2 Official and Unofficial Actions
Please click the following icon to access this assessment in full
