Management should be in possession of competent skills to assist in employee engagement and to motivate them to obtain success as a team in order to meet the set objectives of the organization. Workers who are engaged understand the organization's mission and the goals of the enterprise and works towards meeting the objectives. An essential technique on how workers mainly attain job satisfaction is via motivation from their leaders who are involved in fragmentation of developing decisions and setting goals (Krishnaveni & Monica, 2016). Engagement of employees can be heightened by leadership that involves them in the decision-making process and uses their views as a stepping stone in setting organizational goals as the workers are directly involved in fulfilling them (Kumar, Deshmukh, & Adhish, 2014). This paper aims to identify the significance and challenges of making use of shared governance to increase the engagement of all staff members.
Siller et al. (2016), suggest that the disengagement from the members of staff can be as a result of dissatisfaction with their current job position, work burnout and lack of necessary support. Strategies such as developing committees for shared governance by members of management can facilitate the employees in enabling them feel empowered to come up with better and informed decisions in the workplace, achieve the set initiatives of a department, resolve inter-work-related conflict and support the needed positive transformations in the organization (Siller et al., 2016). The staff engagement is not always a smooth process as it is bound to have challenges and this needs adequate resolution. Issues arise when employees become detached from their work due to frustration and stress; this is mainly if they are dissatisfied with their work position, the no longer feel the need to strive towards the organization's goals and remain defensive (Siller et al., 2016). Workers who are disconnected from their work no longer have loyalty to their employing organization and the eventual add an attitude that is damaging to the team dynamics. Staff members become disengaged as a result of particular reasons such as the lack of an adequate understanding of the goals and objectives of an organization. The people in leadership positions should make use of proper communication channels to disseminate information. The motto, goals, and values of an organization need to be adequately communicated to the employees and proper clarifications offered where misunderstandings and questions arise (Shetach, 2012). A leader needs to be a good role model, leading by example, to illustrate a proper commitment to meeting the set targets of an organization.
Diversity among team members in workplaces offer immense benefits including; diverse viewpoints, strategies, and work experiences inspired resolves on quality and diverse collection of skills that interplay into dealing with organizational problems (Woten, 2016b). Diverse teams are likely to experience conflict among themselves even with their leader, but this is normal and happens due to differing perspectives and ideas. An adequate leader needs to appreciate all the member's input, ensure each agenda placed forward is discussed and that members agree on a way forward to develop considerable resolutions (Woten, 2016b). A work team that is cohesive will always dedicate itself to meeting organizations objectives. The members make contributions to the process of decision making and problem-solving while showing respect to other members and their leaders. Adequate and appropriate communication capabilities are critical elements for all teams within organizations as the build cohesiveness and assist in achieving optimal outcomes.
In conclusion, engagement by organizations leaders is essential in developing well-functioning departments and work teams. Engagement is essential. However, it is at times challenging to achieve in the workplace without adequate skills b leaders and proper planning. The worker engagement takes time to be realized, and leaders should be dedicated to attaining commitment and trust from workers to facilitate the process. Organization leaders need to remain mindful and be legitimate in their activities towards the workers below them and fellow leaders since the as well need to learn and further lead by example. For that reason, their activities need to illustrate a unique connection to their team members who then reciprocate by becoming more engaged. Leaders need to proceed to build cohesiveness in the teams to help the members through encouraging concentration, collaboration and a sense of attachment to their fellow workers and their organization. Leaders should never forget to include all ideas and viewpoints into the work process as it promotes a sense of belonging to and appreciation from the organization.
Kumar, S., Deshmukh, V., & Adhish, V. S. (2014). Building and leading teams. Indian Journal of Community Medicine, 39(4), 208-213. doi:10.4103/0970-0218.143020
Krishnaveni, R., & Monica, R. (2016). Identifying the drivers for developing and sustaining engagement among employees. IUP Journal of Organizational Behavior, 15(3), 7-15.
Shetach, A. (2012). Conflict leadership. Journal for Quality & Participation, 35(2), 25.
Woten, M. B. (2016b). Team building in health care: Implementing. CINAHL Nursing Guide, Nursing Reference Center Plus. Accessed January 24, 2017.
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