Employee Programs That Google Uses to Motivate Its Employee

2021-05-25 13:08:54
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George Washington University
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Essay
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Google is one of the best-ranked companies in the world thanks to the imagination and innovative ideas of its highly talented workers. The companys culture is to make the employees feel that they have been valued and respected by the business and not being used as a cog in a machine. Primarily, the company has its big name over the past few years because of the people who use it (Eisenberger, Malone, & Presson, 2016). Moreover, the company hires people who are determined and smart in their line of duty, and additionally they go for the ability to perform a particular task over the experience. The management of the company is to strive to have and maintain an open culture that is mainly associated with startups where every employee contributes and feels comfortable sharing opinions and ideas.

Employee programs that have helped Google maintains its top 100 position

Google uses several programs that have assisted in making it one of the best organization in the world. The primary programs include employee resource group, expanded benefits, promoting pay equity, making Google teams great, and google disaster corps (von Bonsdorff, Vanhala, Seitsamo, Janhonen, & Husman, 2010). The employee support groups are networks initiated by the company for the underrepresented workers in the firm who can share values of promoting inclusion and diversity in the communities and at work. The program supports and promotes understanding of non-binary genders. Primarily, during the incidences of racial discrimination the company held conferences on ways to promote unity between people of different color.

Consequently, expanded benefits is another program that Google uses to motivate its employee. The company provides the staff members with free healthcare experience for the workers and their families. The company help employees and their family members who are suffering from diseases and the hospital bills are high. The company comes in and helps in settling the hospital expenses (Eisenberger, Malone, & Presson, 2016). Moreover, it has its doctors who assist the employees in the recovery process. Similarly, promoting pay equity, Google shares its data on how it pays its employees regardless of their gender with other organization in the practice of fairness. The method shows that the company values its employees by offering them compensation that is fair across all genders.

Additionally, making Google teams great is work done in collaboration will all Google employees to learn the most efficient teams what they have in common and help the participatory work better with other employees. The company has mechanisms in place that help it to identify the strengths of each employee. This makes the employees understand each other better. Importantly, the program has helped the employees in interacting with each other as employees who are experienced assist the learning workers to catch up with the organization's goals. In the process, they develop a good working relationship and strong bond that will help them in fulfilling their objectives. Similarly, the Google disaster Corps is a program where employees and the public volunteer for free in disaster-hit areas (von Bonsdorff, Vanhala, Seitsamo, Janhonen, & Husman, 2010). This makes the employees more productive and efficient in their work. Consequently, it improves the interaction with each other as they have worked together and they are likely to develop their relationship.

How the effectiveness of the programs can be measured

Several methods can be used to evaluate the efficiency of the programs. Firstly, looking at the theory of change of the organization. The theory of change in the organization shows how individuals in the group will help in accomplishing lasting and significant impact to the society. Importantly, looking at the mission of the program if it is formulated as a theory of change can help determine the incidence of the program of the society and if it achieves the intended objective (Steiber, & Alange, 2013). Importantly, the theory of change mainly shows that organizations vision that it wishes to create to the community and the social impact.

Secondly, another method of measuring the effectiveness of the model is looking for the logic of the program. A logic program indicates the steps the organization is likely to take and the resources the firm will use in the course of achieving a particular goal. Importantly, through relating the efforts, outcomes, resources, of the organization it will bring a clear progression in the way of achieving the ultimate success of the company. The third method of measuring the effectiveness of the programs is an evaluation of the design (Steiber, & Alange, 2013). The evaluator needs to think beyond the structure of the program and assess the best evaluation model that should receive much of the attention and time.

The measure used to compile the top 100 companies

Several tests are used in compiling the top 100 companies. Firstly, surveys, random surveys are sent to the customers, and the employees of the organization and the information were gotten are used in the ranking of the companies. The employee's surveys ask questions that are related to employee attitude and relation to the management of the enterprise and the overall job satisfaction (Ostroff, & Bowen 2016). Consequently, the customer review mainly focuses on the quality of service an individual receives from using the product or services of a particular organization. Furthermore, another measure utilized in the ranking of the companies id the best place of work; the teams the best location of work received a higher position that those who had poor working conditions. Moreover, the benefits to the employees was another measure that was used in the ranking of the companies. Primarily, the organizations that showed much interest in the welfare and the health of the employees received better acknowledgments and higher ranking than those who had little or no interest in the well-being of the employees.

How performance management system can lead to positive organizational outcomes

The performance management system is a process designed to understand program operation, help the nonprofit organization make profits and monitor results. The process involves reporting, analysis, program modification, measurement, regular and ongoing performance measurement. With the performance management strategies, the organization and program staff members collect, analyze, and interpret the information. Moreover, they use the information to make decisions that are geared towards achieving the organizations objectives.

Similarly, the performance management assesses outcomes and services. Primarily, it measures the services and evaluates the design and strategy of the program and the process used in the implementation. Additionally, the outcome measures assess the short and long-term outcomes in the logic model and theory of change (Ostroff, & Bowen 2016). Moreover, an efficient performance management system needs and requires that commitment of the workers at all time and levels in the firm. Moreover, the performance managements set the benchmarks for the business. The parameters help the organization set is objectives which keep the management at per.

References

Eisenberger, R., Malone, G. P., & Presson, W. D. (2016). Optimizing Perceived Organizational Support to Enhance Employee Engagement. Society for Human Resource Management and Society for Industrial and Organizational Psychology.

Ostroff, C., & Bowen, D. E. (2016). Reflections on the 2014 decade award: Is there strength in the construct of HR system strength?. Academy of Management Review, 41(2), 196-214.

Steiber, A., & Alange, S. (2013). Do TQM principles need to change? Learning from a comparison to Google Inc. Total Quality Management & Business Excellence, 24(1-2), 48-61.

von Bonsdorff, M. E., Vanhala, S., Seitsamo, J., Janhonen, M., & Husman, P. (2010). Employee well-being, early-retirement intentions, and company performance. Journal of Occupational and Environmental Medicine, 52(12), 1255-1261.

 

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