Employee engagement overview
The idea of employee engagement has been around since the Nineties. Kahn (1990) defined it as "the harnessing of organization members' selves to their work roles; in engagement, people use and state themselves physically, cognitively, and showing emotion throughout role performances" (Kahn, 1990). It is argued that an eminent definition of worker engagement would determine it because of employees' positive state of mind, known by their high chance of setting up discretionary efforts to drive the organization towards its goals (Albrecht, 2010).
Employee engagement plays a vital role in achieving higher
business outcomes in a corporation, having an immediate influence on productivity, gain, and maturity (Kompaso and Sridevi, 2010). Associate organization's competitive edge and the market
discriminator pitch encompass a high dependency on its human resources. Studies
have shown that each staff member and employer put effort into a 2-way relationship to determine sturdy
worker engagement (Kompaso and Sridevi, 2010).
In a modern workforce, the Loyalty of an associate worker is measured based on behavior and perspective, mirrored as the employee engagement than the number of years of service (Kumar and Choudhury, 2018). Therefore, a company should possess a solid platform to distinguish what drives employee engagement and implement correct practices to facilitate this behavior among its workforce (Singh, 2019).
Employee Engagement
Employee engagement is made with multiple dimensions, and it is often some way of describing employee engagement. However, the size associated with those definitions is usually composite measurements or used as distinct dimensions (Christian and Slaughter, 2007). All those dimensions gather around the investment of psychological features and staff's emotional and physical energy towards an associated role to understand organizational goals (Kahn, 1992).
It is also stated that employee engagement reflects the employee's state of mind, emotional perspective, and behavioral facet in acting the current associate organization role (Saks, 2006). The employee theme that several of the researchers agree on is that employee engagement compromises an energy element and an identification element, both regarding the work facet of the worker (Bakker and Leiter, 2010).
When seen broadly, employee engagement connects to an employee's understanding of how the business is operating and an employee's alignment with the organizational objectives. Engaging employees may connect their job descriptions to the organization's goals (Chartered Institute of Personnel and Development, 2019).
Video 01 – Why employee engagement matters
Video 1.0 explains the concept of why employee engagement matters. The
video also demonstrates what is in it for business
and what is in it for the staff.
Further, it states that engaged employees stay with the organization for years
and are 87% less likely to leave the organization than the disengaged. Engaged
employees' average sick days count only for 2.69 per year, while disengaged employees count for 6.19. Further, engaged employees
help to achieve customer satisfaction and to achieve organizational goals.
References
Albrecht, S. L. (2010) Handbook of employee engagement:
Perspectives, issues, research and practice, Handbook of Employee
Engagement: Perspectives, Issues, Research and Practice. Edward Elgar (New horizons
in management). doi: 10.1080/13678868.2011.618285.
Bakker, A. B. and Leiter,
M. P. (2010) 'Work engagement: A handbook of essential theory and research', Work
Engagement: A Handbook of Essential Theory and Research. Psychology Press,
pp. 1–209. doi:
10.4324/9780203853047/WORK-ENGAGEMENT-ARNOLD-BAKKER-MICHAEL-LEITER.
Chartered Institute of
Personnel and Development (2019) Employee Engagement & Motivation |
Factsheets | CIPD. Available at:
https://www.cipd.co.uk/knowledge/fundamentals/relations/engagement/factsheet#6227
(Accessed: 13 November 2021).
Christian, M. S. and
Slaughter, J. E. (2007) 'Work engagement: A meta-analytic review and directions
for research in an emerging area', Academy of Management 2007 Annual
Meeting: Doing Well by Doing Good, AOM 2007. Academy of Management, pp.
1–6. doi: 10.5465/AMBPP.2007.26536346.
engagegroup (2013) Why
employee engagement matters, Why employee engagement matters.
Available at: https://www.youtube.com/watch?v=dSfDROxCuxI&ab_channel=ENGAGE
(Accessed: 12 November 2021).
Kahn, W. A. (1990) 'PSYCHOLOGICAL
CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.', Academy of
Management Journal. Academy of Management, 33(4), pp. 692–724. doi:
10.2307/256287.
Kahn, W. A. (1992) 'To Be
Fully There: Psychological Presence at Work', Human Relations, 45(4),
pp. 321–349. doi: 10.1177/001872679204500402.
Kompaso, S. M. and
Sridevi, M. S. (2010) 'Employee Engagement: The Key to Improving Performance', International
Journal of Business and Management. Canadian Center of Science and
Education, 5(12), p. p89. doi: 10.5539/IJBM.V5N12P89.
Kumar, M. M. and
Choudhury, S. (2018) (PDF) A Conceptual Model of Employee Engagement - From
the perspective of Manufacturing Industry, RESEARCH REVIEW International
Journal of Multidisciplinary. Available at:
https://www.researchgate.net/publication/326572482_A_Conceptual_Model_of_Employee_Engagement_-_From_the_perspective_of_Manufacturing_Industry
(Accessed: 13 November 2021).
Saks, A. M. (2006) 'Antecedents
and consequences of employee engagement', Journal of Managerial Psychology.
Emerald Group Publishing Limited, 21(7), pp. 600–619. doi:
10.1108/02683940610690169/FULL/XML.
Singh, Y. (2019) 'Employee
Engagement as a Contemporary Issue in HRM', pp. 20–45. doi: 10.4018/978-1-5225-7799-7.CH002.
Hi Nirmika, agreed on the article. Adding some points to employee engagement, it is the employee’s inner devotedness to the organization and the decision they take to make the organization to success; where those employees passion for duty, committed and result-oriented (Allen, 2014). Some of the important employee engagement strategies lead to, Decrease in employee turnover, Better productivity, Finer efficiency, Gain bottom line profit and loyal towards customers (Robertson-Smith and Markwick, 2009).
ReplyDeleteHi Lakshan, Thank you for the comments.Adding more to the comment, employee engagement plays a crucial role in achieving higher business outcomes in an organisation, directly influencing productivity, profitability, and maturity (Kompaso and Sridevi, 2010). Staff interested in their jobs and committed to their employers bring significant competitive advantages for companies, including higher productivity and a lower turnover of workers. Therefore, it is not shocking that organisations of all sizes and types have made substantial improvements in policies and practices that promote participation and dedication to their employees (Vance,2006).
DeleteHi nirmika, agree with you, adding to your points, Employee engagement is involved in enthusiastic about committed to their work and organization (Allen, 2014). individual and organization performance where the engaged employee committed to the work and very less chance to leave the organization, and the staff turn over rate is very low in an organization where engaged employee work.
ReplyDeleteI am agreed with the statement made. According to Robertson-Smith and Markwick (2009), Organisations can reduce the staff turnover rate while increasing employee effectiveness and productivity by having proper employee engagement strategies. The engagement has been discussed in terms of multiple dimensions, but “there is a growing consensus that engagement can be defined in terms of high levels of energy and high levels of involvement in work” (Bakker, Albrecht, & Leiter, 2011).
DeleteHi Nirmika, agreed on the article. Employee engagement is seen as a motivational factor towards the organization’s achieving its objectives. The good environment that is offered to the worker enables him to offer the best that the organization needs for its achievement of goals and objectives (Paluku, 2016).
ReplyDeleteHi Amila , Agreed. Adding on the comment. Rewards and recognition are vital for organisations to acknowledge the employees for their performances using intrinsic and extrinsic ways (Cascio, 2006). In organisations, intrinsic rewards are considered work content, recognition, and job satisfaction, while extrinsic rewards are payments, promotions, and working conditions. In academics, reward and recognition and employee engagement are popular research areas where the scholars like Brown and Reilly (2013) research to examine the effects of rewards on employee engagement. It is noted that employee engagement is positively influenced by the reward strategies implemented in companies.
DeleteHi Nirmika. Adding more to your points, Employees are the greatest asset to a company, as they are critical to the company's performance, providing drive, inventive ideas, and a desire to go the "additional mile" to complete tasks. As a result, their involvement with the organization is critical in achieving success (Moreira, 2013). Job happiness, employee commitment, and organizational citizenship behavior are all notions that are based on the basis of employee engagement (Markos, 2010).
ReplyDeleteHi Gihan, I do agree with you. Adding to your comment. I agree that employee engagement plays a significant role in achieving the goals and objectives of the organisation (Kompaso and Sridevi, 2010). According to Kortmann et al. (2014), organisations should use minimum resources to maximise profits in a rapidly changing environment. Therefore organisations should work hard to keep employees engaged and motivated to achieve profitability.
DeleteHi.. Nirmika, Great explanation. Addition to that I like to explain, Hughes and Rog (2008, p. 749) state that employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or co-workers that in turn influences him/her to apply additional discretionary effort to his/her work
ReplyDeleteHi Indika, Totally agree with you. When it comes to drivers of employee engagement, most elements of working life are closely linked to levels of commitment. Nonetheless, a feeling of being respected and involved is the most vital driver of all. There are several critical components to this.
Delete1. Involvement in decision-making.
2. The degree to which employees feel able to express their opinions and management listen to those viewpoints and appreciate the input of employees.
3. The incentives for employees to improve their work.
4. The extent to which employees’ safety and well-being affects the company. (Robinson, Perryman, and Hayday, 2004)
Hi Nirmika, this was explained very well. Adding to that Moreover, expectations of employees have changed. Mobile professional careers are much more common than “job for lifers”. Retention of top talent is more difficult than before. A company that has an effective employee engagement strategy and a highly engaged workforce is more likely to retain top performers as well as attract new talent. Successful organizations are value-driven with employee-centric cultures.
ReplyDeleteHi Ijaz, Thank you for your comment. Further, Driving an “Engagement Culture” is the essential foundation to build an organisations employee engagement initiative. Organisations must use the findings from their engagement surveys to identify the key factors that drive engagement & organisational KPIs in their context and then pick the ones of the highest importance to the business to design engagement initiatives around those specific items (Vance, 2006). Employee engagement is achieved when an employee’s enthusiasm for work is stimulated and directed towards the organisation’s success (Armstrong, 2009).
DeleteAgree with you Nirmika. Employee engagement should not be a one-time occurrence; rather, it should be engrained in the culture of the firm. Employee engagement should include elements such as continuous learning, improvement, and action. As a result, today's enterprises must actively aim to meet employee expectations to have an impact on employee performance, which has a direct impact on the organization's success (Tampubolon, 2016).
ReplyDeleteHi Janakan, Agreed. Performance management is a corporate management tool that helps managers monitor and evaluate employees’ work. Performance management aims to create an environment where people can perform to the best of their abilities to produce the highest-quality work most efficiently and effectively (Khathibul, 2018). Performance management is vital for the organisation’s effectiveness (Cardy, 2004) since it is the focal point of getting the work done (Pulakos, 2009) and hence should be the main priority for Managers (Lawler, 2008).
DeleteHi Nirmika. Agree with your points. Swati Barush,2017) further defined that people customize the work they do by adding their own personal touch. they put in more of their emotions, creativity, time and talent in to work. They are motivated to deliver superior work and reduce turnover costs.
ReplyDeleteHi Upeksha, Thank you for your feedback. Further, employee engagement leads to increased organization and individual outcomes; therefore, the organization must consider factors that affect employee engagement such as salary, incentive, training ,work culture, reward, and recognition (Markos and Sridevi, 2010).
DeleteThe employee engagement is dynamic; it may fluctuate over time; engage, not engaged, actively disengaged (Hejjas et al. 2019) as the cognitive factor of engagement can change due to many intrinsic and extrinsic factors, including the personality styles of employees and employers (Rice et al. 2017). Hence, persistence of engagement is a critical factor in the success of an organization.
ReplyDeleteHejjas, K, Miller, G & Scarles, C 2019, '“It’s like hating puppies!” Employee disengagement and corporate social responsibility', Journal of Business Ethics, vol. 157, no. 2, pp. 319-37.
Rice, B, Fieger, P, Rice, J, Martin, N & Knox, K 2017, 'The impact of employees’ values on role engagement: Assessing the moderating effects of distributive justice', Leadership & Organization Development Journal.
Hi Ravi, Agree with you. Employee engagement is based on trust, integrity, two-way commitment and communication between an organisation and its members. It is an approach that increases the chances of business success, contributing to organisational and individual performance, productivity and well-being. It can be measured. It varies from poor to excellent. It can be nurtured and dramatically increased; it can be lost and thrown away (David, 2013). Engaged employees are dedicated to the organisation’s ability to achieve the set goals and targets quickly. The organisation willingness is similar to employees wiliness. Furthermore, engagement will enlarge the bottom line profit, performance and productivity, benefiting the organisation and employees (Robertson-Smith and Markwick 2009).
DeleteAgree with you Nirmika. Further, employee engagement has emerged as a popular organizational concept in past years. It is the level of commitment and involvement of a worker towards the organization. An engaged employee is aware of the business context and works with coworkers to enhance performance within the job for the benefit of the company. Employee engagement develops a positive attitude among the employees towards the organization (Singh, 2019).
ReplyDeleteHi Dileep. Agree with you. Gupta and Mikkilineni (2018) clearly explain that engagement overlaps with the concepts of commitment and organisational behaviour, but there are also differences. In particular, engagement is a two-way concept; organisations must work to engage the employee, who has a choice about the level of engagement they offer to the employer. Gupta and Mikkilineni (2018) also studied three different facets of Engagement, Intellectual engagement that refers to dedication towards performing better at one’s job, affective engagement or feeling positive while performing one’s job, and lastly, social engagement, which is involved in discussions with others about enhancement of work.
DeleteHi Nirmika, Agreed with you, Employee engagement strategies implemented by business leaders result in higher levels of employee engagement, Such as customer satisfaction, productivity, and profit and lower levels of employee accidents and turnovers, (Schrita, O.,& Mohamad, H.S. 2017).
ReplyDeleteHi Atapattu. Thank you for your feedback. Also, as per the SHRM (2021), executives of companies have agreed that employee engagement is a crucial aspect of the increment of employer motivation. Pleasing an employee in the working environment through compensation and job satisfaction can cause a tremendous increment in the acceptable margin in employer activities which ultimately can be caused for an elevation of employer engagement.
DeleteHi Nirmika, Well explained. Strategies, concepts that used by an organization to feel the employees to contribute the fullest capacity and commitment towards the job and for the organization (Markos, and Sridevi, 2010), is an important fact for an organization to improve the productivity and the reputation of the organization.
ReplyDeleteHi Nirmika , Agreed with your points , further Engaged employees feel positive their role and perform well to achieve organizational goals and improve the organization to met set goals (Emmott,2006 ).
ReplyDeleteHi Manoj. I agree with you. Employee engagement plays a significant role in achieving the goals and objectives of the organization (Kompaso and Sridevi, 2010). The employee is the most valuable live resource of the organization that gives a tremendous output. In such context, engaging managing them effectively and efficiently is essential for the development of the organization.
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