Performance Working Broadcasting Sector

Intellectual engagement

Intellectual engagement is vital in producing practices and policies that need to be there for the company to operate well. This mode of engagement is centred on thinking hard about the task and ways of doing it more effective and better to attain set objectives. Intellectual engagement explores not only the comprehension of role clarity and goal; but again the product of rational assessment of the company’s information concerning the implications for personal well-being (Denison, Lief, and Ward, 2004).

Affective engagement entails how the British Broadcasting Company Managers and co-workers are interconnected with others in the workplace. The dimension also exemplifies the employees’ feelings about the company’s leaders, and working environment and if they contain the negative or positive attitude towards the company and her leaders.

Social engagement largely encompasses actively talking initiatives and opportunities to discuss work-related achievements and improvements with colleagues within the workplace environment. Social engagement renders a platform for discussion of the company’s achievements and what ought to be done further for the best interest of the realization of set objectives (Denison, Haaland, and Goelzer, 2003).

contribution or impact on its competitive advantage.

Effective communication strategy; which keeps the employees glued and effectively informed towards the reinforcement of the company’s objectives. Effective communication is instrumental in the conception and adoption of intended changes within the company, for through it changes are easily absorbed and accepted which gives the company an added advantage over her competitors in the broadcasting domain.

Role modeling; this strategy is vital especially where employees require to see managers’ commitments to the company. Managers ought to act as role models, engaging acting responsibly and exemplarily ad upholding the values of employee engagement in the mannerisms which they should behave (Burnes, 2009).

Giving the workers a voice; BBC does this through giving employees a platform for them to air out their opinions and perspective on things that matters. The company does this by facilitating an upward feedback, initiating a respectful adult-to-adult conversation and reacting to employees’ needs and views.

Fair and equitable management practices when dealing with challenges employees face, and supporting their wellbeing. Employees’ wellbeing is central in achieving optimal latitude for performances.

Training; BBC periodically engages her employees though series of rigorous trainings to acquaint them with current knowledge and skill in line with the dynamics in the area of technology.

Human resource strategy constitutes a long term framework conceived to achieve particular objectives or the company especially in the domain of human capital and resource management. Human resource strategy constitutes one of the outputs of strategic management, and is essential thus in human resource management (Kong, 2009).

HRM practices such as resourcing, learning and development; reward management, employee relations and performance management are vital in enhancing BBC performances. These aspects influence the company’s internal and external environment and thus if well catered for will translate to better performances (DeNisi, and Pritchard, 2006).

HRM outcomes such as employees’ engagement, motivation, commitment, and skills are mandatory in building a rapport for good performances.

Behaviour outcomes results from the employees’ commitment, flexibility and quality which are impacted by human resource practices.

Performance outcomes encompass aspects such as productivity, customer satisfaction and quality produce. The company’s (BBC) measure of effectiveness and progression are anchored on these tenets, which give a vivid impression of what it is doing to satisfy her audience.

-Financial outcomes

The company’s sales, profits, market share and market value is instrumental in her expansion and proactive capacities. For a company to sprout and expand, it ought to maximize on her profits and effectively exploit her potentials, strengths and gains (Eason, 2014).

Performance management entails managing employees’ efforts based on measurable performance benchmarks. The following performance management objectives are commonly applied by different broadcasting companies (Folan, and Browne, 2005);

Align behaviour with strategy; the main function of performance management is to orient the tasks performed by workers with the company objectives Enhance productivity; productivity is paramount to many companies hence is centred as one of the fundamental objectives of performance management. Goal setting; the goals should be set according to SMART framework (Specific, Measurable, Achievable, Realistic and Time-bound). Additionally, goal setting should give room for employees’ participation. Feedback; an efficient performance management provides for a progressive feedback to employees to give the capacities for improvement in required areas. Alignment between performance management and other human resource management processes; Human resource management barely operate in isolation no matter how well designed and implemented it is.

Employees’ involvement in various matters affecting the company is vital because it contributes to informed decision making process. Additionally, high employee engagement impacts performance in many areas of the company, especially the adoption of intended changes.

Consistency:

Consistency offers a key source of integration, control and coordination. As a consistent corporation, BBC has developed a mind-set and a set of systems which induce an internal form of governance built on consensus support. Consistency sets in motion a robust culture founded on common beliefs, symbols and values commonly understood by stakeholders (Truss et al., 2013).

Adaptability equally influences all aspects of the company’s performance, except for return on asset and profitability. Adaptability is anchored on customer focus, creation of change and organizational learning which all impact the company’s effectiveness.

A company’s clear mission impacts all other areas of performance except in innovation and product development. The mission offers meaning and purpose by defining the company’s role and external functions of the company, which inspires the company to shape her present reputation by envisioning an intended future.

Change in diversity, whereby the company has opted to embrace diverse employees from different nationalities and race extractions. This form of change is instrumental in building cooperation and inter-state understandings. Additionally, increased diversity inside the workforce results into increased ability to trust one another with people originating from different backgrounds (Todnem, 2005).

The changes in the design and component of work; whereby the company has experienced paradigm shifts from routinized and simple works to a robust customer service inclination, intellectual labour and work based on knowledge and skills. These new practices are built on the threshold of high levels of engagements, and collaborations in workplaces (Todnem, 2005).

Structural changes inside the company; where the hierarchies within the company are continually replaced with social relations and lateral alliances. There is increased team works, with sharing of responsibilities amongst the stakeholders.

2.7. - Conclusions. As a Manager Consultant write a professional conclusion with all aspects developed in the task 2. For that reason you need to focus in High-performance working (HPW), employee engagement, competitive advantage, High-performance, performance management, culture and commitment. Explain why all these aspects are important to any company and to BBC:

In conclusion, the employee engagement, competitive advantage, high performance, performance management, culture and commitment are essential elements in the contemporary competitive world of business. Employee engagement is essential especially because it inspires collaborations and ownership of company objectives, hence making achievement easier. The contemporary business environment is subjected to competition from new market ventures, and the already established businesses, which therefore means that the best service deliverers will win the hearts of many customers. The company thus ought to critically and creatively seek logistics to remain on the topmost pedestal of service delivery. This can be achieved through perfecting critical areas such as employees’ retention and satisfaction, employee motivation, performance management, embracing diverse culture and commitment to succeed (Folan, and Browne, 2005).

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References

• Burnes, B., 2009. Management Change: A Strategic Approach to Organisational Dynamics. Prentice Hall-Financial Times.
• DeNisi, A.S. and Pritchard, R.D., 2006. Performance appraisal, performance management and improving individual performance: A motivational framework. Management and Organization Review, 2(2), pp.253-277.
• Denison, D., Lief, C. and Ward, J.L., 2004. Culture in family-owned enterprises: Recognizing and leveraging unique strengths. Family Business Review, 17(1), pp.61-70.
• Denison, D.R., Haaland, S. and Goelzer, P., 2003. Corporate culture and organizational effectiveness: Is there a similar pattern around the world? In Advances in global leadership (pp.205-227). Emerald Group Publishing Limited.
• Eason, K.D., 2014. Information technology and organisational change. CRC Press.
• Folan, P. and Browne, J., 2005. A review of performance measurement: Towards performance management. Computers in industry, 56(7), pp.663-680.
• Kong, Y., 2009. A study on the job engagement of company employees. International Journal of Psychological Studies, 1(2), p.65.
• Todnem By, R., 2005. Organisational change management: A critical review. Journal of change management, 5(4), pp.369-380.
• Truss, C., Alfes, K., Delbridge, R., Shantz, A. and Soane, E. eds., 2013. Employee engagement in theory and practice. Routledge.