Employee engagement
http://data.open.ac.uk/openlearn/bb845_1
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Dataset OpenLearn
Creator The Open University
Publisher The Open University
Subject
Course bb845
To bb845
Relates to course bb845
URL content-section-0
Locator content-section-0
Language en-gb
Published
  • 2013-10-17T09:00:00.000Z
  • 2013-12-05T18:54:08.000Z
  • 2015-11-20T16:01:13.000Z
  • 2015-11-23T10:31:49.000Z
  • 2015-11-24T16:31:26.000Z
  • 2015-11-25T09:45:00.000Z
  • 2015-11-25T10:02:00.000Z
  • 2015-12-03T08:10:00.000Z
  • 2015-12-09T09:35:33.000Z
  • 2015-12-16T14:41:00.000Z
  • 2015-12-16T15:02:11.000Z
  • [...]
There are 6 more objects.
You can use the links at the top of the page to download all the data.
License
  • Copyright © 2013 The Open University
  • Copyright © 2015 The Open University
  • Copyright © 2016 The Open University
  • Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University
Type
Label Employee engagement
Title Employee engagement
Description
  • Engagement is a key buzzword in 21st century management. Strategic human resource management rests on the belief that people are the key to achieving competitive advantage. Employees need to be seen as assets to be developed, not costs to be controlled. This unit explores three key themes: employee engagement, employee involvement and collective aspects of employee relations.<link rel="canonical" href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0" /> First published on Thu, 17 Oct 2013 as <a href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0">Employee engagement</a>. To find out more visit The Open University's <a href="http://www.open.edu/openlearn/ole-home-page">Openlearn</a> website. Creative-Commons 2013
  • Engagement is a key buzzword in 21st century management. Strategic human resource management rests on the belief that people are the key to achieving competitive advantage. Employees need to be seen as assets to be developed, not costs to be controlled. This free course explores three key themes: employee engagement, employee involvement and collective aspects of employee relations.<link rel="canonical" href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0" /> First published on Mon, 21 Mar 2016 as <a href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0">Employee engagement</a>. To find out more visit The Open University's <a href="http://www.open.edu/openlearn/ole-home-page">Openlearn</a> website. Creative-Commons 2016
  • <p>Engagement is one of the key buzzwords in 21st century management. The strategic human resources management (SHRM) approach is founded on the belief that people are the key differentiators in achieving competitive advantage. Employees need to be managed skilfully and seen as assets to be developed rather than costs to be controlled. </p><p>Employee engagement is therefore central to the ideology and practice of SHRM. But what does it mean to be engaged in work? How can engagement be encouraged? How does the reality of working conditions affect these attempts? To what extent does the structure of management and ownership in organisations affect the prospects of employee engagement?</p><p>In this study unit we explore these questions though three key themes:</p><ul class="oucontent-bulleted"><li>the concept of employee engagement</li><li>employee involvement and participation</li><li>collective aspects of employee relations.</li></ul><p>We shall also examine how the wider context of employment relationship affects how engagement is understood and the methods used to encourage it. </p><p>In this study unit, we define engagement as &#x2018;a set of positive attitudes and behaviours enabling high job performance of a kind which is in tune with the organisation’s mission’.</p><p>Employee engagement is therefore vital to the success of organisations. Engaged employees are likely to be more satisfied, committed and productive in their work. In economies increasingly dominated by service industries, good customer relations – built by engaged employees – are central to success. </p><p>This study unit works by building on your own experiences as employees and managers of different kinds of organisations. The organisation for which you work and those with whom you come into contact all make choices as to how they engage with their workforce. These choices raise all kinds of dilemmas and this study unit aims to make you aware of these. It will also equip you with knowledge if you have to make these choices for yourself. </p><p>This study unit is an adapted extract from the Open University course <span class="oucontent-linkwithtip"><a class="oucontent-hyperlink" href="http://www3.open.ac.uk/study/postgraduate/course/bb845.htm">BB845<i> Strategic human resource management </i></a></span>.</p>
  • <p>Engagement is one of the key buzzwords in 21st century management. The strategic human resources management (SHRM) approach is founded on the belief that people are the key differentiators in achieving competitive advantage. Employees need to be managed skilfully and seen as assets to be developed rather than costs to be controlled. </p><p>Employee engagement is therefore central to the ideology and practice of SHRM. But what does it mean to be engaged in work? How can engagement be encouraged? How does the reality of working conditions affect these attempts? To what extent does the structure of management and ownership in organisations affect the prospects of employee engagement?</p><p>In this free course we explore these questions though three key themes:</p><ul class="oucontent-bulleted"><li>the concept of employee engagement</li><li>employee involvement and participation</li><li>collective aspects of employee relations.</li></ul><p>We shall also examine how the wider context of employment relationship affects how engagement is understood and the methods used to encourage it. </p><p>In this free course, we define engagement as &#x2018;a set of positive attitudes and behaviours enabling high job performance of a kind which is in tune with the organisation’s mission’.</p><p>Employee engagement is therefore vital to the success of organisations. Engaged employees are likely to be more satisfied, committed and productive in their work. In economies increasingly dominated by service industries, good customer relations – built by engaged employees – are central to success. </p><p>This free course works by building on your own experiences as employees and managers of different kinds of organisations. The organisation for which you work and those with whom you come into contact all make choices as to how they engage with their workforce. These choices raise all kinds of dilemmas and this free course aims to make you aware of these. It will also equip you with knowledge if you have to make these choices for yourself. </p><p>We shall see in this free course that strategies for and experiences of employee engagement differ. These differences are strongly influenced by contextual factors like organisational and industry norms and the wider environment of employee relations. </p><p>This OpenLearn course is an adapted extract from the Open University course <span class="oucontent-linkwithtip"><a class="oucontent-hyperlink" href="http://www.open.ac.uk/postgraduate/modules/bb845">BB845 <i>Strategic human resource management</i></a></span>.</p>
  • Engagement is a key buzzword in 21st century management. Strategic human resource management rests on the belief that people are the key to achieving competitive advantage. Employees need to be seen as assets to be developed, not costs to be controlled. This unit explores three key themes: employee engagement, employee involvement and collective aspects of employee relations.<link rel="canonical" href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0" /> First published on Wed, 25 Nov 2015 as <a href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0">Employee engagement</a>. To find out more visit The Open University's <a href="http://www.open.edu/openlearn/ole-home-page">Openlearn</a> website. Creative-Commons 2015
  • Engagement is a key buzzword in 21st century management. Strategic human resource management rests on the belief that people are the key to achieving competitive advantage. Employees need to be seen as assets to be developed, not costs to be controlled. This free course explores three key themes: employee engagement, employee involvement and collective aspects of employee relations.<link rel="canonical" href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0" /> First published on Thu, 03 Dec 2015 as <a href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0">Employee engagement</a>. To find out more visit The Open University's <a href="http://www.open.edu/openlearn/ole-home-page">Openlearn</a> website. Creative-Commons 2015
  • Engagement is a key buzzword in 21st century management. Strategic human resource management rests on the belief that people are the key to achieving competitive advantage. Employees need to be seen as assets to be developed, not costs to be controlled. This free course explores three key themes: employee engagement, employee involvement and collective aspects of employee relations.<link rel="canonical" href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0" /> First published on Wed, 16 Dec 2015 as <a href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0">Employee engagement</a>. To find out more visit The Open University's <a href="http://www.open.edu/openlearn/ole-home-page">Openlearn</a> website. Creative-Commons 2015
  • Engagement is a key buzzword in 21st century management. Strategic human resource management rests on the belief that people are the key to achieving competitive advantage. Employees need to be seen as assets to be developed, not costs to be controlled. This free course explores three key themes: employee engagement, employee involvement and collective aspects of employee relations.<link rel="canonical" href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0" /> First published on Fri, 26 Feb 2016 as <a href="http://www.open.edu/openlearn/money-management/employee-engagement/content-section-0">Employee engagement</a>. To find out more visit The Open University's <a href="http://www.open.edu/openlearn/ole-home-page">Openlearn</a> website. Creative-Commons 2016
  • <p>Engagement is one of the key buzzwords in 21st century management. The strategic human resources management (SHRM) approach is founded on the belief that people are the key differentiators in achieving competitive advantage. Employees need to be managed skilfully and seen as assets to be developed rather than costs to be controlled. </p><p>Employee engagement is therefore central to the ideology and practice of SHRM. But what does it mean to be engaged in work? How can engagement be encouraged? How does the reality of working conditions affect these attempts? To what extent does the structure of management and ownership in organisations affect the prospects of employee engagement?</p><p>In this free course we explore these questions though three key themes:</p><ul class="oucontent-bulleted"><li>the concept of employee engagement</li><li>employee involvement and participation</li><li>collective aspects of employee relations.</li></ul><p>We shall also examine how the wider context of employment relationship affects how engagement is understood and the methods used to encourage it. </p><p>In this free course, we define engagement as &#x2018;a set of positive attitudes and behaviours enabling high job performance of a kind which is in tune with the organisation’s mission’.</p><p>Employee engagement is therefore vital to the success of organisations. Engaged employees are likely to be more satisfied, committed and productive in their work. In economies increasingly dominated by service industries, good customer relations – built by engaged employees – are central to success. </p><p>This free course works by building on your own experiences as employees and managers of different kinds of organisations. The organisation for which you work and those with whom you come into contact all make choices as to how they engage with their workforce. These choices raise all kinds of dilemmas and this free course aims to make you aware of these. It will also equip you with knowledge if you have to make these choices for yourself. </p><p>We shall see in this free course that strategies for and experiences of employee engagement differ. These differences are strongly influenced by contextual factors like organisational and industry norms and the wider environment of employee relations. </p><p>This OpenLearn course is an adapted extract from the Open University course <span class="oucontent-linkwithtip"><a class="oucontent-hyperlink" href="http://www.open.ac.uk/postgraduate/modules/bb845?LKCAMPAIGN=ebook_&amp;MEDIA=ou">BB845 <i>Strategic human resource management</i></a></span>.</p>