New Methods for Measuring Employee Satisfaction and Engagement Assignment Sample

Innovative Approaches to Employee Satisfaction Beyond Traditional Surveys

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Alternatives to Employee Engagement Surveys: Exploring Other Methods for Measuring Employee Satisfaction and Engagement

Employee engagement assessments have traditionally been a prevalent mechanism employed by corporations to evaluate the satisfaction and involvement of their workforce. According to Gupta and Sharma (2016), there is a contention that the normalisation of surveys in the workplace may result in employees providing in sincere responses or completing them perfunctorily (p. 55). Hence, it is imperative to explore alternative methodologies for assessing employee motivation and job satisfaction.

As an academic undergoing a thorough analysis of the literature on alternate approaches to evaluating employee engagement and satisfaction, I have come across various studies that have looked into these approaches. This research addressed the shortcomings of conventional worker participation surveys and suggested substitute techniques such as pulse surveys, evaluation of social networks, continuous feedback, electronic devices, mobile games, and sentiment analysis (Singh, 2016, p. 105).

Gubrium and Harper (2016) have identified deficiencies in traditional methods of engagement and have proposed alternative approaches, including pulse surveys, social network analyses, and continuous feedback. Zhao et al. (2017) emphasised the importance of considering the societal context in which employees are situated when measuring their engagement levels. The authors identified various metrics for measuring employee engagement, including focus groups, questionnaires, and interviews. Park et al. (2018) conducted an analysis of the current state of the field, identified potential research areas, and provided an overview of the evolution of worker engagement measurement. Junaid (2018) conducted research on various unconventional methods to assess employee engagement, including the analysis of social networking sites, mobile devices, and smart watches. The scholarly work conducted by Bakker and Albrecht (2018) involved an analysis of the current status of research on worker engagement. The authors deliberated on the challenges associated with gauging engagement and put forth recommendations for forthcoming inquiries. Lavy (2022) provided an assessment of the existing literature on the measurement of employee engagement, outlining optimal guidelines for the development, implementation, and evaluation of surveys. Various alternative approaches have been proposed for assessing employee engagement, including the utilisation of video games, storytelling, and sentiment analysis. Kim and Kim (2021) analysed the research regarding staff engagement in the surroundings of a changing workplace, including working from home, flexible work schedules, and the emergence of the gig economy. A thorough approach for assessing employee engagement that incorporates both subjective and objective measurements was provided by Farrukh et. al. (2020).

Pongton and Suntrayuth (2019) conducted a comprehensive analysis of the literature pertaining to staff engagement surveys, highlighting their limitations and proposing alternative modes of assessment. Lin et al. (2020) proposed a theoretical framework for future research endeavours that considers the dynamic nature of engagement, following a comprehensive analysis of the existing literature on employee engagement. Alternative indicators of employee engagement, such as employee input, social capital, and company branding, were evaluated by Wang, et. al. (2020). and their practical applications were discussed.

In their evaluation of the literature on measuring employee engagement, Vermeulen and Scheepers (2020) suggested a study programme that would concentrate on the connections between performance, well-being, and engagement. Overall, the evidence demonstrates that alternate techniques for assessing employee happiness and participation can provide an even and more detailed and accurate picture than typical employee engagement surveys.

The ever-changing dynamics of satisfaction among staff and engagement, as well as the effects of the evolving workplace, can be better understood by organisations using these techniques. However, more study is required to determine the efficacy of these alternative techniques and to create best practices for their application. With the context of their analysis of existing research on measuring employee engagement, Hendriks et al. (2020) suggested a framework that takes into account the contextual elements that affect engagement, such as organisational culture, managerial behaviour, and employee well-being. They also emphasised the significance of taking into account the participation measurement's aims and objectives and choosing the proper methodologies in accordance. The literature on measuring employee engagement included a new method that takes into account the motivation, emotions, and actions of the employees. They claimed that conventional engagement surveys are unable to fully capture these complex elements, and they suggested employing the sampling process, ecological passing examination, and smartwatches for evaluating engagement in real-time instead.

In their evaluation of the research on assessing employee engagement, Garcia-Valcarcel et al. (2021) suggested a novel strategy centred around psychological theories of enthusiasm. Traditional engagement surveys, they claimed, place an undue emphasis on satisfaction and do not account for all of the motivational factors that influence involvement. Their suggested strategy incorporates metrics for things like self-learning skills, expertise, proximity, and purpose. Mohanty (2021) studied the research on measuring employee engagement before putting forth a novel strategy that places a strong emphasis on how leadership influences engagement. They asserted that typical surveys have limitations when it comes to capturing the complex interactions among managerial behaviour, cultural backgrounds, and social involvement among the staff. They suggested utilising a management-led strategy that focusses on cultivating trust, encouraging transparency, and offering useful feedback.

After reviewing the research on employee engagement measurement, it is suggested a novel strategy that utilises quantitative and qualitative techniques (as cited by Quek, et. al. 2021). They stated that conventional surveys frequently fall short of capturing the personal reactions of employees and suggested employing intensive rounds of interviews, and discussion forums, including case studies, to enhance survey data.

In a comprehensive review of 44 studies on measuring employee engagement, Ilies, et. al. (2017) distinguished three types of methods: surveys conducted in interviews or focus groups, and observations. They discovered that while surveys were the most popular approach, they had shortcomings in addressing the complexity of participation. An in-depth comprehension of participation has been demonstrated to be better achieved through interviews, focus groups, and observations, although these methods were time- and resource consuming. A thorough literature analysis of the approaches used to gauge worker engagement in the setting of healthcare organisations was carried out by Herminingsih, (2020). They noted that many techniques were applied, such as polls, interviews, focus groups, and investigation, and discovered that each technique had advantages and disadvantages.

In conclusion, these evaluations of the available research pointed out the drawbacks associated with traditional worker engagement surveys and suggested substitute approaches that might offer a more thorough and detailed overview of worker satisfaction and engagement. Real-time evaluation, wearable technology, leadership-led strategies, and qualitative techniques are among the techniques utilised in this context. Additional research is necessary to ascertain the efficacy of these methodologies and to establish optimal protocols for their implementation across diverse organisational contexts.

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References

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