Employee Engagement Plan

Employee Engagement Plan
Work-life balance programs contribute to employee performance. When well utilized, these plans lead to improved employee productivity. However, when the plans are ignored, it leads to employee burnout and consequent poor performance (Aoyagi, Cox, & McGuire, 2008). This paper provides a framework of programs that an organization can utilize to nurture employee satisfaction, stress management, commitment, and motivation and strike a strong work-life balance.
Work-Life Balance
The strategies that can be used to nurture a strong balance between work and other life aspects include training employees how to prioritize their time and know when they are at peak working conditions (Garfield, 1985). Besides, the organization should set working time to accommodate personal engagements and ensure employees stick to them. Also, promotion of physical exercise will assure employees’ well being (Lonsdale, Hodge, & Rose, 2009). Finally, the organization should ensure employees have sufficient leave days to spend time with family and friends as well as recover from the work schedule to acquire renewed energy.
Employee Motivation
Motivation is nurtured by ensuring employees share a level of trust with their employers and gain by being part of the organization. Other than ensuring a fair financial compensation is offered, employees can be motivated by undergoing mentorship programs and being acknowledged as the firm’s champions (Garfield, 1985). Besides, creating an open culture for idea sharing and being rewarded for creativity and innovativeness is a motivating factor to boost their morale and encourage them to share their thoughts which leads to increased engagement (Lonsdale, Hodge, & Rose, 2009).
Employee Satisfaction
Employee satisfaction is a measure of the level of contentment. For employees to be satisfied with their job, healthy working environments, trust, and openness, and transparency should be cultivated. The organization should also offer fair salaries, incentives and flexibility to perform allocated duties. For employees to be satisfied with their positions the organization should strive to facilitate them grow their career prospects. This means that the company ought to understand employee expectations and help them grow through training and exposure to reach their desired expertise levels (Lonsdale, Hodge, & Rose, 2009).
Commitment
Employee commitment can be short-term or long-term depending on the goals and objectives of the company. Thus, commitment to steer the goals of the organization can be nurtured through upholding good quality employment relationships. The organization should, therefore, strive to learn how such relationships can be nurtured and developed (Garfield, 1985). The employer should also foster an environment of trust where each party feels confident with the other (Aoyagi, Cox, & McGuire, 2008). Also, the business organization should make sound investments that improve the commitment of its employees such as tailoring its HR practices to align to the objectives of the company.
Stress Management
Stress management is a critical factor to avoid employee burnout especially since they are susceptible to fall, victims, time and again (Aoyagi, Cox, & McGuire, 2008). Thus, the organization should provide wellness and mental health first aid training to ensure its employees understand the various mental issues and how to deal with them. An open communication channel should be facilitated to talk about mental wellness for an employee to understand that speaking about stress is allowed. Management should review how employees are managed to ensure that they have adequate time to relax after work and the tasks are allocated according to employee capability (Garfield, 1985).

References
Aoyagi, M. W., Cox, R. H., & McGuire, R. T. (2008). Organizational Citizenship Behavior in
Sport: Relationships with Leadership, Team Cohesion, and Athlete Satisfaction. Journal of Applied Sport Psychology, 20(1), 25-41. doi:10.1080/10413200701784858
Garfield, C. A. (1985). The peak performers: New heroes of American business. Chicago, IL:
Nightingale-Conant Corp.
Lonsdale, C., Hodge, K., & Rose, E. (2009). Athlete burnout in elite sport: A self-determination
perspective. Journal of Sports Sciences, 27(8), 785-795. doi:10.1080/02640410902929366