Context

Assessing the effectiveness of an employee-centered environment is an important responsibility for HRM leaders. In today’s organization, HRM must demonstrate that evidence-based measurements are available and effective in measuring the links between employee engagement and organizational success. Many of the processes that are part of measurement are scientific in nature and as such are complex and require extensive knowledge and background. This knowledge is both professional and technical and there are many challenges that are present when measuring employee engagement. These areas are critical in establishing that HRM deliverables make a difference in organizational effectiveness. When leaders at all levels of the organization (executives, managers, and supervisors) are comprehensively aware of the leadership climate in the organization they are able to make better decisions. The effects of leadership on the attitudes and opinions of employees can be understood and serve to shape polices to enhance employee engagement.

Questions to Consider

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

• What are the specific cultural and leadership climate characteristics that demonstrate the need for increased employee engagement?
• What are the key concepts of measuring the efficacy of employee engagement and organizational effectiveness?
• What are some common mechanisms with which to harvest employee opinions and attitudes?

Resources

Suggested Resources

The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

Library Resources

The following articles from the Capella University Library are linked directly in this course:

• Centaur Communications Ltd. (2007). Employee engagement: How to measure employee engagement. Employee Benefits, 40.
• Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 12(2), 123–136.
• Handa, M., & Gulati, A. (2014). Employee engagement: Does individual personality matter. Journal of Management Research, 14(1), 57–67.
• Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage: HR’s strategic role. HRMagazine, 52(3), 1–11.
• Lockwood, N. R. (2006). Maximizing human capital: Demonstrating HR value with key performance indications. HRMagazine, 51(9), 1–11.
• Soyars, M., & Brusino, J. (2009). Essentials of engagement. T+D, 63(3), 62–65.
• Tyler, K. (2011.) Prepare for impact. HRMagazine, 56(3), 53–56.

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Course Library Guide

A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the MBA-FP6242 – Building Organizational Effectiveness Library Guide to help direct your research.

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

• Chartered Institute of Personnel and Development. (2011). Management competencies for enhancing employee engagement. Retrieved from http://www.cipd.co.uk/binaries/management-competen…
• Bayt.com. (n.d.). Top strategies to enhance employee engagement. Retrieved from http://www.bayt.com/en/employer-article-6741/

Bookstore Resources

The resource listed below is relevant to the topics and assessments in this course and is not required. Unless noted otherwise, this resource is available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.

• Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee engagement: Tools for analysis, practice, and competitive advantage. Hoboken, NJ: Wiley-Blackwell.

Assessment Instructions

Use the Capella University Library to locate, in scholarly journals or trade publications, a case study or profile of an organization that has implemented employee engagement programs.Using the example or case study you selected, reflect on how to measure an organization’s implementation of employee engagement programs. In a 2–3-page paper, complete the following:

• Describe the employee engagement programs implemented in the organization.
• Drawing on your understanding of measuring effectiveness of employment engagement programs from both personal experience and the literature of the field, assess how to best measure the effectiveness of these programs. Include in your assessment what you know about the measurement efforts already undertaken by the organization.
• Generate a list of legal considerations when conducting research on HRM programs and initiatives.
• Generate a list of ethical considerations when conducting research on HRM programs and initiatives. Consider here, too, codes of conduct unique to particular industries that should be followed.
• Report on how these measurement tools can be or have been applied to your own work experiences. Provide examples of common attributes and questions that appear in measurement instruments designed to survey employee opinions and attitudes toward the organization.
• Assemble a list of five best practices for measuring an organization’s success at implementing employee engagement programs. To do so, draw on your own experience, as well as on articles in trade publications and research in scholarly literature.

Additional Requirements