Enhancing Performance through Employee Engagement
Figure 1 : Linkages to employee engagement
(Source: Mayes, 2018)
“Employee Engagement is when the business values the employee and the employee values the business” (Armstrong, 2009, p.159)
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.
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].
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].
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.
As 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.
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ReplyDeleteHi,
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