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Essay / Research Paper Abstract
A 5 page paper that supports the notion that employees can be linked to a company's competitive advantage. The writer comments on the challenges in attempting to quantify the value of employees and reports two management strategies that can lead to a competitive advantage. Bibliography lists 5 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGemptv9.rtf
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Unformatted sample text from the term paper:
role knowledge plays in competitiveness makes it even more so today. DAngela (2008) said todays workforces are "the value creator for the company" (p. 79). Clark (2008) said that managers
acknowledge that people play a "central role" (p. 109) in the organizations success. And, Aetna states their people are "their single most important competitive advantage" (Anonymous 2007, p. S3). Jack
Welch, the CEO who turned GE around, preached that "organizations win or lose on people" (Clark 2008, p. 109). Even though organizations know and accept this premise, too many do
little to focus on the human side of organizational operations. A number of studies, for instance, reveal that only 20 to 30 percent of the employees in a given company
"are actively engaged and willing to give their best efforts" (Clark 2008, p. 109). Today, organizations need to change quickly but if employees are not fully engaged, it will be
impossible for companies to enact the changes they need to sustain their position in the market (Clark 2008; DAngela 2008). To increase the degree to which employees are engaged,
organizations need to create, shape and reinforce experiences for employees that will increase their intellectual, emotional, economic and social bond with the company (Clark 2008). As many authors have
said, it is very difficult to actually measure or quantify the value of employees and make that link on a quarterly or any duration of time basis (DAngela 2008). This
author reported that the attempt to quantity the lifetime value of employees has only recently appeared in the literature (DAngela 2008). Yet, if we agree that employees are the key
to sustained success and competitive advantage, then, organizations need to incorporate ways to both measure and nurture "employee lifetime value" (DAngela 2008, p. 79). This makes sense when
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