“Employee Engagement is when the business values the employee and the employee values the business” (Armstrong, 2009, p.159)
Figure 1 : Linkages to employee engagement
(Source: Mayes, 2018)
Introduction
An engaged employee provides the platform for the success of the organization from a range of views, accumulated profit, and productivity, accumulated sense of well being, innovation and reductions in employee churn/turnover and illness (Mayes, 2018).
Employees form the integral a part of a company. To remain competitive an organization needs to keep employees totally involved in everything that's happening towards business outcomes. Each employee within the company can have to be compelled as committed, motivated and keen about working for the corporate, and its goals. There must be a significant intersection between what corporate is expecting from the employee, and what the employee is expecting from the corporate. For over a decade currently, each organization is interested to understand what percentage employees are engaged to cause, the term employee engagement is also recently used, however its fundamentals are quite familiar, researched and established and has existed past (Vaidyanathan and Maheshwari, 2016).
After decades of corporate discourse concerning the war for talent, it seems that the battle is over, and talent has won. Employees nowadays has raised negotiation power, the job market is extremely clear, and attracting top-skilled employees could be an extremely competitive activity. Companies are currently investing in analytics tools to work out the reasons of people leave, and therefore, the topics of purpose, engagement, and culture weigh on the minds of business leaders everyplace (Bersin, 2015).
According to Armstrong, (2009), more recently the term ‘engagement’ has return to the fore. It's generally used terribly loosely as a strong notion that embraces pretty much everything the organization is seeking with reference to the contribution and behavior of its employees concerning levels of job performance, willingness to do that much more and identification with the organization. It's a helpful mantra for management in organizations to chant – ‘We wish more engagement’ – without always being clear about what they mean by engagement or how it can be achieved.
Characteristics of an Engaged Employee
Figure 2: Characteristics of an engaged employee
(Source: Robinson, Perryman and Hayday, 2004)
Definition of Employee Engagement
Figure 3: Definition of employee engagement
(Source: GMJ, 2006)
Strategies to Improve Employee Engagement
The author of employee engagement: The key to
the rising performance, Solomon Markos (2019),
highlights following 10
strategies to enhance employee engagement in any organization.
1. Start it on day one: Most organizations do have
clear new talent acquisition strategies. However, they lack employee retention
strategies. Effective recruitment and orientation programs are the primary
building blocks to be set on the primary day of the new employee. Managers
should take care in pulling out the potential talent of the new employee
through effective recruitment. The recently hired employee should be given each
general orientation which is related to the corporate mission, vision, values,
policies, and procedures, and job-specific orientation such as his/her job duties,
and responsibilities, goals and current priorities of the department to which
the employee belongs to change him/her to develop realistic job expectations
and reduce role conflict that may arise within the future. Once the hiring
decision is formed, the manager must guarantee role-talent match when placing
an employee during a certain position and exert all managerial efforts needed
to retain that talent within the organization.
2. Start it from the top: employee engagement needs
leadership commitment through establishing clear mission, vision and values.
Unless the people at the top believe it, own it, pass it right down to managers
and employees, and enhance their leadership, employee engagement can never be
more than just a “corporate fad” or “another unit of time thing.” Employee
engagement doesn't want lip-service rather dedicated heart and action-oriented
service from prime management. It needs “Leading by Being example”
3. Enhance employee engagement through two-way communication:
Managers should promote two-way communication. Employees aren't sets of pots to
which pour out concepts without giving them an opportunity to own a say on
problems that matter to their job and life. Clear and consistent communication
of what's expected of them paves the method for engaged workforce. Involve
people, and continually show relevancy their input. Share power with employees
through participative decision-making so that they might feel sense of
belongings thereby increasing their engagement in realizing it.
4. Offer satisfactory opportunities for development and
advancement: Encourage independent thinking through giving
them additional job autonomy so that employees can have an opportunity to form
their own freedom of selecting their own best method of doing their job so long
as they're producing the expected result. Manage through results instead of
making an attempt to manage all the processes by which that result is achieved.
5. Ensure that employees have everything they have to do
their jobs: Managers are expected to form sure that
employees have all the resources like physical or material, financial and
knowledge resources in order to effectively do their
job.
6. Offer employees appropriate training:
facilitate employees update themselves increasing their information and skills
through giving applicable training. usually, it's understood that
once employees get to understand more about their job, their
confidence will increase there by having the ability to figure without much
direction from their immediate managers which successively builds their
self-efficacy and commitment.
7. Have strong feedback system:
companies should develop a performance management system that holds managers
and employees accountable for the amount of engagement they have shown.
Conducting regular survey of employee engagement level helps figure out factors
that build employees engaged. Once finalizing the survey, it's
advisable to see all the factors that driving engagement within the
organization, then narrow down the list of factors to specialize in 2 or 3 areas. It's
necessary that organizations begin with a concentration on the factors which
will create the foremost difference to the employees and place energy around
improving these areas because it is also difficult to handle all factors at
once. Managers should be behind such survey results and develop action-oriented
plans that are specific, measurable, and responsible and time- bound.
8. Incentives have a part to play:
Managers should work out both financial and non-financial advantages for
employees who show more engagement in their jobs. Several management
theories have indicated that once employees get more pay,
recognition, and praise, they tend to exert more effort into their job.
There should be a transparent link between performance and incentives given to
the employees.
9. Build a distinctive corporate culture:
companies should promote a powerful work culture during which the goals and
values of managers are aligned across all work
sections. Companies that build a culture of mutual respect by keeping
success stories alive won't only keep their existing employees engaged however
additionally they baptize the new incoming employees with this
contagious spirit of work culture.
10. Focus on top-performing employees: A
study conducted by Watson Wyatt Worldwide in 2004/05 in 60-minute practices
of 50 large USA companies shows that high-performing organizations are focusing
on engaging their top-performing employees. According to
the finding of a similar analysis, what high-performing companies
are doing is what high-performing employees are asking for and this
reduces the turnover of high-performing employees and as a result leads to top
business performance.
Theoretical Model of Employee Engagement
Figure 3: A theoretical model to measure employee engagement
(Source: Imandin, Bisschoff and Botha, 2014)
An Example of Employee Engagement
John Lewis is an
example of an organization that includes a mission that determines the
organization's method of operating and its management style (Cook, 2008). John
Lewis Partnership is a company owned by its employees. The company has a
multi-layered approach to employee engagement and voice. The Partnership
promotes engagement during a number of the way, by sharing knowledge, creating
a huge amount of information accessible to partners (employees) and taking time
to confirm people perceive it; sharing power, operating a variety of councils
and committees with which partners can become involved; and sharing profit
through the variety of means that including an annual bonus, and non-contributory
final earnings pensions scheme. Partners are oversight of strategic business problems through the
Partnership Council - this body is able to hold the chairman of the business to account
and to question senior management during a similar method as shareholders would
in a PLC. Partners are informed about strategic business
decisions through a wide range of communications, and may influence their
working environments through the open structure, significantly freshly revamped
branch-level for a; the suggestion scheme, and through management consultations
on key areas and problems such as performance management (MacLeod and Clarke,
2009).
Conclusions
To date, there's no usually accepted
definition for employee engagement. However, there's growing consensus among
the authors that the construct is distinguishable from connected ideas in
management such as employee commitment, organizational citizenship behaviour
and job satisfaction in such a way that employee engagement clearly reflects
the two-way exchange of effort between employees and employers, and it has
stretched which means beyond the aforementioned constructs. research on
engagement continues to be on its infancy, attempting to come up with more
clear-cut and acceptable definition (Imandin, Bisschoff and Botha, 2014).
References
Armstrong, M. (2009) Armstrong's Handbook of Human Resource Management Practice. 11th ed. London: Kogan Page Limited.
Bersin, J. (2015) Becoming irresistible: A new model for employee engagement. U.K.: Deloitte Touche Tohmatsu Limited. [ONLINE]. Available at <https://www2.deloitte.com/insights/us/en/deloitte-review/issue-16/employee-engagement-strategies.html>.[Accessed on 7th May 2019].
Cook, S. (2008) The Essesntial Guide to Employee Engagement - Better business performance through staff satisfaction. 1st ed. London and Philadelphia: Kogan Page Limited.
Gallup Management Journal (2006) Engaged employees inspire company innovation. Gallup Management Journal , http://gmj.gallup.com.
Imandin, L., Botha, C. & Bisschoff, C.A. (2014) A model to measure employee engagement. Problems and Perspectives in Management, 12(4), p.9 [ONLINE]. Available at <https://www.researchgate.net/publication/282708038_A_model_to_measure_employee_engagement>.[Accessed on 8th May 2019].
MacLeod, D. & Clarke, N. (2009) Engaging for success: enhancing performance through employee engagement. Great Britain. Department for Business, Innovation and Skills (BIS) [ONLINE). Available at <https://webarchive.nationalarchives.gov.uk/20090723180303/http://www.berr.gov.uk/files/file52215.pdf>. [Accessed on 9th May 2019].
Markos, S. (2010) Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12), p.5 [ONLINE). Available at <http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.466.1591&rep=rep1&type=pdf>. [Accessed on 8th May 2019].
Mayes, P. (2018) Employee engagement: Getting the best from everyone, not just another survey. 2nd ed. London [ONLINE). Available at <http://bookboon.com>. [Accessed on 6th May 2019].
Robinson, D., Perryman, S. & Hayday, S. (2004) The Drivers of Employee Engagement. Institute for Employment Studies, p.20 [ONLINE]. Available at <https://www.employment-studies.co.uk/system/files/resources/files/408.pdf>.[Accessed on 7th May 2019].
Vaidyanatha, G. & Maheshwari, U.T. (2016) Employee Engagement: A Literature Review. International Journal of Human Resource Management and Research (IJHRMR), 6(2), pp. 2-8.
According to your topic employee engagement is very important in to the organization.
ReplyDeleteKahn (1990) defined employee engagement
as ‘the harnessing of organization members’ selves
to their work roles; in engagement, people employ
and express themselves physically, cognitively, and
emotionally during role performances’. There have
been dozens of definitions since the explosion of
interest in the concept during the 2000s. Harter
et al (2002) stated that engagement was ‘the
individual’s involvement and satisfaction with as
well as enthusiasm for work. A later definition was
produced by Macey et al (2009) who defined
engagement as ‘an individual’s purpose and focused
energy, evident to others in the display of personal
initiative, adaptability, effort and persistence directed
towards organizational goals’.
Research conducted by Towers Perrin (2003)
showed that enhancing engagement is a process
that never ends and it rests on the foundation of
a meaningful and emotionally enriching work experience.
Most often employee engagement has been defined as emotional and intellectual commitment to the organisation
Delete(Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary effort exhibited by employees in their job (Frank et al 2004). Although it is acknowledged and accepted that employee engagement is a multi-faceted construct, as previously suggested by Kahn (1990), Truss et al (2006) define employee engagement simply as ‘passion for work’, a psychological state which is seen to encompass the three dimensions of engagement discussed by Kahn (1990), and captures the common theme running through all these definitions.
communications, job design, incentives and rewards, leadership, employee involvement, culture and career evelopment were identified as important factors that drive employee engagement. Wellins and Bernthal (2015:18) posited that a positive work environment encourages employees to be driven and perform exceptionally to improve levels of productivity, profitability, the delivery of superior products or services and the better utilisation of organisational resources.
ReplyDeleteAccording to Anitha (2014), there is a significant relationship between work environment and employee engagement. Conditions of the workplace play an important role to employees in whether they want to keep working in the organization. A safe work environment can attract new candidates into the pool to apply for the positions that still need to be fulfilled. The work environment plays an important role as people want to work in a safe workplace. Organizations that play their roles and show their concern about employees’ needs and feelings, provide positive feedback and allow employees to make known their concerns, develop new skills and solve work-related problems are characterised as management that fosters a supportive working environment (Deci & Ryan, 1987).
DeleteAs you described it is obvious that highly engaged employees level of performance is at high levels. Further, those type of employees drive innovation and move their organization forward (Allen, 2013). As per Surveys conducted by Gallup and reported in the Harvard Business Review presented, that typically 30% of any company’s staff are actively engaged while 20 % are actively disengaged (Sanford, 2002).
ReplyDeleteAs some records published by Standard Chartered Bank, it was revealed that branches with highly engaged employees produced 20% higher returns than branches with lower engagement scores. Further, Marks & Spencer stated that a 1% improvement in employee engagement formed almost a 3% increase in sales per square foot (Gallup, 2006; Dow Jones Business News, 2007). Hence, it is always proved that high employee engagement cause for high performance of the business.
Konrad (2006) suggests that high-involvement work practices can develop the positive beliefs and attitudes associated with employee engagement, and that these practices can generate the kinds of discretionary behaviors that lead to enhanced performance. High involvement work practices that provide employees with the power to make workplace decisions, training to build their knowledge and skills in order to make and implement decisions effectively, information about how their actions affect business unit performance, and rewards for their efforts to improve performance, can result in a win-win situation for employees and managers.
DeleteThe engagement driver “Connection between individual and company performance” is the extent to which employees understand the company’s objectives, current levels of performance, and how best to contribute to them. (Hughes & Rog, 2008). Goal setting, of course, is a critical component of performance management and research from Mone and London (2009), who suggest that when managers and employees set goals collaboratively, employees become more engaged.
There are some moral elements to employee engagement, pre- dominately the attribution of some free will and respect to the workers and existence of some element of procedural justice of the process (Rothschild 2000). Clearly, unless employees are to some extent voluntary and active in the process, and the process is seen as fair and just by them, then engagement cannot be said to occur (the process would be more akin to manipulation or indoctrination). However, there are other moral elements that may be assumed or implied as part of engagement process (employee involvement as being necessarily ‘good’ for employees) which is not necessarily present. The intent of the actors may be taken for granted erroneously. Just because someone communicates or consults with another does not mean that they have any interest in fulfilling the other’s desires or wants. In the organizational setting, employee participation in decision-making is rarely undertaken to achieve the goals of employees, but rather done to further the objectives of the organization. Likewise the virtue of the actors may be incorrectly assumed. Just because managers act in a fair and respectful manner in an engagement process does not mean that these are virtues that they value or nurture. Finally, it is often incorrectly assumed that the outcome sought is that which will provide the best utility for all parties involved. A conflation between the justness of the process (procedural justice) and the justness of the outcome (distributive justice) may occur. Once more, the power differential between the parties, and the potential for abuse of power under such circumstances, has not been taken into account. Thus, it is claimed that the engagement process per se should be considered as independent of the intentions of the actors, the virtue of the actors, and the fairness of the outcomes and, as such (with the qualification identified earlier), can be depicted as largely morally neutral or unaligned (as opposed to amoral or value free) (Pinnington, Macklin and Campbell, 2007).
ReplyDeleteEmployees also will stay longer and contribute more to organizations where they have good relationships and open dialogue with their immediate supervisors (Johnson, 2011). According to Schroeder-Saulnier (2010) building trust through effective communications is absolutely essential. Employees need to trust that their leaders have the capability to make the organization successful. To win that trust, leaders must show that they have a plan, articulate that plan clearly to employees, and demonstrate that that plan is being implemented effectively. Trust is a two-way street. Leaders must also show that they, in turn, trust employees to help drive organizational success. They must make employees valued partners in a common enterprise. Employees want not only to know what the bigger picture is, but also to feel that they are a part of that picture.
DeleteAccording to Employee engagement in addition to few impotent details.There is an unprecedented change in the job description as well as workforce diversity due to globalization of organizations. Employee engagement has emerged as an important management-focused activity in order to compete and perform in a dynamic and competitive environment, having linkage with the organization’s goals and objectives(Neha and Vandna,2016)
ReplyDeleteThe recent years saw a range of employee engagement dimensions reviewed, analyzed and discussed thoroughly. The most common variables include, communication, learning and development, leadership, teamwork, job role, managing performance, people practice, customer focus, brand alignment and career opportunities. (Heweitt, 2015; Gallup, 2012). For employees, a growing desire for companies with a good brand image, reward and recognition for good results, career path and culture of teamwork was seen as emerging. Moreover, leader's role on engagement seems to stand out in that they affect engagement considering leadership has the control on all the key drivers, on top of having a direct effect on the engagement of others through their interactions (Trussa, et al., 2013). According to Kahn (1990) employees become engaged when three psychological conditions or needs are met, namely, meaningfulness, safety and availability. In a nutshell, the feeling of achievement in his or her job role is explained as ‘meaningfulness’, further emphasizing that the role tasks and the role type has a strong influence in making the role meaningful.
DeleteIn addition to what you have discussed above I would like to share something about Employee Engagement.
ReplyDeleteHewitt Organization (2001) referred to employee engagement as the extent employees are
willing to stay in the company and work hard for the company, reflected in three aspects:
1) Say : employees use a positive language to describe their company, colleagues, and their
jobs.
2) Stay: employees strongly hope to be a member of the company, want to stay in the
company for a long time, instead of using existing jobs as a temporary transition.
3) Strive:employees are willing to devote extra effort to work for the success of the company.
Towers organization (2001) defined employee engagement as the degree of willingness and ability of employees to help companies succeed, dividing it into rational engagement and sensuous engagement. Rational engagement generally involves the relationship between individuals and companies, such as the degree of employees’ understanding of their roles and departmental roles.
HR professionals and academicians agree that employee engagement is also strengthened when organizations
Deletebecome aware of the fluidity of the labor market. Today, employees have developed different views on work-life balance (WLB) and they can easily switch to other organizations when the conditions they desire are not met (Memon & Kolachi, 2012). In fact, WLB has been found to be a crucial factor for HRM in promoting individual engagement and organizational effectiveness (Shankar & Bhatnagar, 2010). Consequently, many organizations today try to offer different work arrangements so as to develop a better work-life balance between the domains of work and “the rest of life” (Guest, 2002) in order to improve employee retention and engagement. These interventions that enhance employee branding can deliver competitive advantage to organizations (Shankar & Bhatnagar, 2010).
As you said, most common understanding employee engagement is an approach form all members of an organization, to give of their best each day, committed to their organization’s goals and values for organizational success. Employee commitment highly depend on conditions of workplace (Brooks, Wiley & Hause, 2006). Hence employer practice must be well manage with emotions of the employee. If employer provide sound practice for employee, their engagement will be high, then the job performance also high finally organizational performance will be high (Parker, Williams, & Turner, 2006).
ReplyDeleteCufaude (2004) argues that when managers employ a philosophy of ‘servant-leadership’, whereby a manager’s primary role is in supporting and serving those around them, the environment becomes ‘highly engaged’. Soltis (2004) argues in order to create a highly engaged environment managers must be engaged; “if managers aren’t engaged its unlikely employees will respond to any efforts to engage them”.
DeleteWhen talk about employee engagement, employees must link psychologically and physically with the organization. Macey et al (2009) defined engagement as ‘an individual’s purpose and focused energy, evident to others in the display of personal initiative, adaptability, effort and persistence directed towards organizational goals’. Most of time employee engagement link with the nature of job and their psychological needs (Frank et al., 2004). More experienced employee positively engage than less experienced ones. Employee engagement can increase through motivational applications like recognition, rewards and organizational and supervisor support to employee development (Shawand and Fairpunt, 2005).
ReplyDeleteHigh levels of psychological well-being are associated with a range of positive outcomes and behaviours that would support stronger employee engagement. People with higher levels of psychological well-being are less likely to see ambiguous events as threatening (Seidlitz and Diener, 1993; Seidlitz et al., 1997).
DeleteThe engagement level of employees affects the productivity of an organization. The motivation level of an employee is related to job satisfaction. The emotional state of an employee also relates to motivation (Deci & Ryan, 1985). When employees begin to withdraw, and hide their identities, ideas, and feelings, they become disengaged and defensive, resulting in an adverse effect on work performance (Deci & Ryan, 1985).
In the current competitive business environment, organizations wish to invest for increasing employee engagement, with an understanding that engaged employees are willing to make use of their skills in their work roles in a positive way, have better wellbeing, more productive and remain in their jobs for longer (Kahn, 1990; Hallberg and Schaufeli, 2006).
ReplyDeleteEmployee engagement is directly associated with organizational performance, including customer service, productivity, and safety (Towers Perrin, 2003).
Studies have found positive relationship between employee engagement and organizational performance outcomes such as employee retention, productivity, profitability, customer loyalty and safety (Markos & Sridevi, 2010). It also revealed that more engaged workforce result the organization to exceed the industry average in its revenue growth.
Moreover, engaged employees constantly demonstrates three behaviours which directly improve organizational performance such as a) employee advocates for the organization to co-workers, and refers potential employees and customers, b) employee has an intense desire to be a member of the organization despite opportunities to work elsewhere, and c) employee exerts extra time, effort and initiative to contribute to the success of the organization (Markos & Sridevi, 2010).
According to Bakker (2011) total production is affected by the engagement of employees. If an employee is disengaged, a lower output will be produced. Therefore, managers and the whole organization must make the effort to ensure that employees in the organization are engaged with the environment of the work, the activities that organized by the organization and their scope of job. It is also important for the top management to ensure that each employee is in the right position and job. The vision and mission are also to be delivered to employees, and each effort contributed by employees need to be compensated, thus creating opportunities for employees to be promoted (Yu , 2013).
DeleteDear Kaleel, The way you have constructed the flow of the blog is interesting and informative. According to Howard and Foster (2009) view employee engagement as a critical tool in talent management that does not only reinforce the competitiveness of the firm but also, enhance the organizational image because it helps to reduce employee attrition rate in a business firm. The implications are that, engaged employees either directly or indirectly project a positive image of their organization because their commitment portrays an impression of a responsible company.
ReplyDeleteEmployee engagement is all about how an employee is showing emotion and intellectually committed to an organizational group. An engaged employee is usually totally participative and enthusiastic about the assigned job responsibilities (Falcone, 2006). Once talented people feel important then their contributions can create distinction to organizational goals and objectives. It change them feel recognized, appreciated and valued, motivated and aligned to the organization's goals and objectives (Davies & Davies, 2010).
DeleteEmployee engagement is the result of two-way relationship between employer and employee pointing out that there are
ReplyDeletethings to be done by both sides. Furthermore, Fernandez (2007) shows the distinction between job satisfaction,
the well-known construct in management, and engagement contending that employee satisfaction is not the
same as employee engagement and since managers can not rely on employee satisfaction to help retain the best
and the brightest, employee engagement becomes a critical concept. Other researchers take job satisfaction as a
part of engagement, but it can merely reflect a superficial, transactional relationship that is only as good as the
organization’s last round of perks and bonuses; Engagement is about passion and commitment-the willingness to
invest oneself and expand one’s discretionary effort to help the employer succeed, which is beyond simple
satisfaction with the employment arrangement or basic loyalty to the employer (BlessingWhite, 2008; Erickson,
2005; Macey and Schnieder ,2008). Therefore, the full engagement equation is obtained by aligning maximum
job satisfaction and maximum job contribution. Stephen Young, the executive director of Towers Perrin, also
distinguishes between job satisfaction and engagement contending that only engagement (not satisfaction) is the
strongest predictor of organizational performance (Human Resources, 2007).
The measurement of the employee satisfaction at work needs careful observation of their opinion, feelings and experience among the working environment. Kelloway and Iverson (2003) proved in their study that satisfaction with work was connected to small numbers of injuries at work. It is possible to carry out observation from an employer's point of view. Harter, Schmidt and Hayes (2002) proved a positive correlation between job satisfaction and productivity, profit, safety and fluctuation of employees. Schneider as well as Hanges and Salvaggio (2003) found out that the success of an organisation increases general satisfaction with work and strongly increases correlation between joy and productivity at work.
DeleteExcept for the facts presented above, I need to highlight the outcomes of having engaged employees. They are;
ReplyDelete1.Customer Loyalty: As Levinson (2007) suggests, happy staff members tend to create more loyal customers as they are more engaged and more like to be a better understanding of providing the needs of the customers. It takes us to the conclusion that companies with engaged employees tend to retain more customer loyalty.
2.Employee Retention: Employees who are happy at work tend to stay longer in the organization and engagement is positively related to the increased commitment of staff members (Levinson, 2007).
3.Productivity: If staff members are engaged, they tend to work harder (Kahn, 1990) and they tend to be more loyal, and exceeding expectations of the management. As a result, an organization as a whole can achieve greater targets.
4.Advocacy: If staff members are engaged, they tend to advocate the company as a good place to work, and would promote its products and services. (Robertson-Smith and Markwick, 2009)
5.Organizational Performance: As a result of the higher performance of staff due to engagement, the organization will be able to reach its annual goals and the vision in the long run (Harter et al., 2002; Harter, 2000).
According to Maslach et al. (2001), engagement is characterized by energy, involvement, and efficacy, that are the direct opposite of the three burnout dimensions of exhaustion, cynicism, and inefficacy. Employee engagement predicts employee outcomes, organizational success, and financial performance (Bates 2004; Baumruk 2004; Harter et al. 2002; Richman 2006). However, it's additionally been reported that employee engagement is on the decline and there's a deepening disengagement among employees today (Bates 2004;Richman 2006).
DeleteEmployees participation and cooperation can be increased by more expectations and frequent performance reviews (Cooper, et al., 2014). Inadequate amount of resources can lead organizations to think about increase in productivity and efficiency, also to reduce the cost. Reduced variation in processes can reduce cost over time as it relates to process improvement (Emrouznejad, et al., 2010). So, organization should think about the way to increase involvement of employee's work by incorporating new processes. Short term cost cutting processes are not uniformly giving success rate (McCuiston, 2010). Employee engagement has emerged as one of the greatest challenges in today’s workplace. making employees to engage their respective work seems more challenging, also due to complex and very strict regulations to bring out the involvement towards work by employee also looks challenge (Mishra, et al., 2014). Employees involvement towards work directly affect the output of results, it directly shows the important, survival and profit of organization (Breevaart et al., 2013). Highly involved employees’ experiences also increase the customer satisfaction (Carter, 2015)
ReplyDeleteOrganizations should offer a psychologically safe workplace to enhance employee engagement(Kompaso & Sridevi, 2010). The culture of psychological ownership and engagement begins once leaders produce a psychologically safe workplace (Dollard & Bakker, 2010). The manner in which an individual feels satisfied and enthusiastic in work-related activities fosters employee engagement(Nasomboon, 2014). Organizations should develop coaching programs that concentrate on skills to influence employee performance and engagement. Kompaso and Sridevi (2010) described engaged employees as those who have an emotional reference to the organization. Service coaching increases engagement and has a direct impact on the organization’s profits (Granatino, Verkamp, & Parker,2013).
DeleteDajani (2015) defines the verb ‘to engage’ has many meanings, varying from a straightforward emotional state of being 'in gear', that is being involved and committed, to another transactional state of working in return for a fair economic exchange at workplace.
ReplyDeleteDajani (2015) further stresses that there are differences among attitude, behaviour and outcomes, in terms of engagement. According to Dajani (2015), employee might perform with pride and commitment (attitude); they exhibit three positive behaviours, named Say (employees speak positively about the organization to others inside and out), Stay (employees display an intense desire to be a member of the organization) and Strive (employees exert extra effort and engage in behaviours that contribute to business success) which may then lead to sustainable business success.
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