Contents
Executive Summary: 2- Introduction: 4
- Literature Review: 4
- Employee Engagement: 4
- Importance of Organisational Employee Engagement: 4
- Employee engagement in context with Performance Management: 5
- Employee Engagement practices in Different Sectors: 6
- Strategic Overview – 6
- Some Cost effective Proposals – 7
- Reminding the employees about the aims and values of the organization – 7
- Showing Respect to the Employees – 7
- Provision for Empowerment of the Employees – 8
- Realization of satisfaction from making difference in work field – 8
- Taking opinions from employees – 8
- The ways by which proposals put into action – 8
- Conclusion – 9
- Works Cited 10
Description
This report is based on the following case study -
Case Study: Omega Care Homes
Omega Care Homes is a charity that manages 10 care homes for the elderly spread over the North of England. This comprises 7 ex-local authority care homes, and 3 new, purpose built special needs housing developments, mostly sheltered housing.
Over the last 8 years, the charity has grown from a small voluntary group running two care homes for the elderly to a charity employing around 100 people. It is led by a dynamic and inspirational manager whose previous experience in the private sector has ensured efficient administration and a solid fundraising base. The chair and other leading voluntary members of the charity have given many unpaid hours to help in Omega’s development. Public service, unpaid service, trust and openness have ensured that there is a strong philanthropic element to the organisation. No redundancies have ever been made when contracts are taken over and a great deal of autonomy is given to managers.
As a result of this rapid growth, terms and conditions are inconsistent. Some staff have individual pay rates with a cost of living increase every April. Some employees have been inherited from local authority care homes so there is variation in levels of pay, hours of work, shift payments and holidays. Head office staff work a 37 hour week. Working hours in the units vary from 37 to 42. Holiday entitlements range from 20 – 27 days, some relating to long service. Shift payments vary across units.
The small number of employees who have worked for the Charity since the early days are generally well-motivated and they like and respect the management style, but staff who were inherited from ex-local authority care homes are complacent, de-motivated and disengaged.
The CEO attended a recent conference looking at the findings of the 2009 McLeod Review on Employee Engagement, and is concerned that without financial incentives employee engagement will decline in long-serving staff and remain low in newer staff members, which will ultimately impact performance. His hands are tied, however, as he cannot afford to offer financial incentives being a charitable organisation and needs to find other ways of engaging staff. He believes that the organisation needs to broaden and improve its approach to people management, and is looking for cost-effective initiatives that will enable the organisation to engage its high performing staff to ensure their long-term organisational commitment.
