SUMMARY AND CONCLUSION
Earlier blog postings covered several topics in detail linked to the “Employee engagement” concept and its relevance in developing a high-performing workforce, further justifying the influence of employee engagement in organisation performance. The following is a compilation of these postings, emphasising the need for employee engagement to develop a highly efficient and productive workforce.
According to Kompaso and Sridevi (2010), employee engagement is a critical factor that impacts an organisation’s productivity and profitability. Moreover, effective employee engagement is in a solid two-way relationship between the employer and the employee. As a result, it is required for a company to invest in developing a robust platform to understand the causes of employee engagement while supporting the appropriate approaches which increases employee engagement (Singh, 2019).
While several elements influence employee engagement, ARMSTRONG, M. and TAYLOR (2014) have classified them into three broad categories: commitment, motivation, and organisational citizenship. They have highlighted employee motivation as a critical factor that directly influences the other two factors.
Employee engagement is demonstrated once an
individual gives their all at work, are devoted to attaining goals, and have a
positive attitude (Armstrong,
2010). Further, When employees are actively
involved in organisational activities, various benefits accrue to the organisation.
Low employee engagement is costly to the business & while engaged;
employees add productivity to the firm. Also, The value of an employee’s dedication
to becoming an engaged employee cannot be emphasised (Dr. PratimaSarangi
and Dr. Bhagirathi Nayak, 2016).
Staff appreciation is
critical. Even if it is a minor task, a simple “thank you” would motivate them
to do even better. Employee recognition is inextricably linked with human
emotions. Their daily emotions influence every action they perform. As a
result, showing them appreciation and recognition encourages them to do better
than the previous day (CommLab India, 2011).
Additionally, it boosts
their self-esteem and capacities. There are numerous methods of recognition.
Awards ceremonies, public announcements, firm-wide emails, and monetary and
non-monetary recognition are just a few examples. Employers have a variety of ways
to reward employees based on their performance. Recognised staff members always
try to give their best to the team (CommLab India, 2011).
Teamwork is critical because it keeps the spirit alive by assisting one another. Without collaboration, there is no success (Mickan and Rodger, 2000). All employees must be engaged and have a positive connection inside the team in order for the team to perform well. To foster that link, bringing all staff together on regular meetings will assist (Mickan and Rodger, 2000).
Employee participation directly or indirectly affects customer pleasure, innovation, profitability, productivity, loyalty, and quality (Siddhanta and Roy, 2010). ARMSTRONG, M. and TAYLOR (2014) assert that employee engagement results in increased attendance, retention, productivity, employee effort, high-quality work, fewer errors, increased sales, higher profits, higher earnings per share, shareholder satisfaction, enhanced customer satisfaction and loyalty, rapid business growth, and high expectations for business success.Robertson-Smith and Markwick (2009) stated that Employee engagement and interest in one’s job might result in mindfulness, intrinsic motivation, creativity, authenticity, non-defensive communication, enjoyment, ethical behaviour, increased effort and involvement, and an overall more productive and happier employee.
Engaged employees perform better, are more imaginative, are more likely to want to stay with their employers, have greater levels of personal well-being, and view their workload as more sustainable than disengaged employees. Engaged employees are more active in their employment, healthier, and perform better than disengaged employees when engaged employees are compared against disengaged employees (ARMSTRONG, M. and TAYLOR, 2014). According to Sun and Bunchapattanasakda (2019), engaged employees are satisfied with their jobs, committed to the firm, and seldom resign. According to Patro (2013), employee engagement predicts employee outcomes, organisational success, and financial performance.
Employee involvement is
critical to a company’s long-term viability. According to Kahn (1990), each employee
should share their opinions and provide feedback on their daily
responsibilities. Also, Engaging employees in these extracurricular activities
will make them feel more connected to the organisation.
Finally, satisfied staff members help to build a high-performing culture. Motivating employees, fulfilling employee needs, and allocating and grading workers with the proper set of desired outcomes are strategies a company may use to achieve the desired organisational objectives.
References
ARMSTRONG, M. and TAYLOR, S. (2014) Armstrong’s Book of
Human Resource Management Practice.
Armstrong,
M. (2010) ‘Armstrong’s essential human resource management practice : a guide
to people management’. Kogan Page, p. 424.
CommLab
India (2011) Creative Ways To Give Employee Recognition - YouTube.
Available at: https://www.youtube.com/watch?v=DKHawg3a8gQ (Accessed: 22
November 2021).
Dr.
PratimaSarangi and Dr. Bhagirathi Nayak (2016) ‘Employee Engagement and Its
Impact on Organisational Success – A Study in Manufacturing Company, India’, IOSR
Journal of Business and Management (IOSR-JBM) , 18(4), pp. 52–57. doi:
10.9790/487X-1804015257.
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.
Kompaso,
S. M. and Sridevi, M. S. (2010) ‘Employee Engagement: The Key to Improving
Performance’, International Journal of Biometrics. Canadian Center of
Science and Education, 5(12). doi: 10.5539/IJBM.V5N12P89.
Mickan,
S. and Rodger, S. (2000) ‘Characteristics of effective teams: a literature
review.’, Australian health review : a publication of the Australian
Hospital Association, 23(3), pp. 201–208. doi: 10.1071/AH000201.
Patro,
C. S. (2013) ‘The Impact of Employee Engagement on Organization’s
Productivity’, Managing Human Resources at the Workplace. Available at:
https://www.researchgate.net/publication/281967834_The_Impact_of_Employee_Engagement_on_Organization’s_Productivity
(Accessed: 22 November 2021).
Robertson-Smith,
G. and Markwick, C. (2009) Employee engagement: a review of current thinking.
Institute for Employment Studies.
Siddhanta,
A. and Roy, D. (2010) ‘Employee engagement
Engaging the 21st century workforce’, ASIAN JOURNAL OF MANAGEMENT
RESEARCH. Available at:
http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.214.9886 (Accessed: 13
November 2021).
Singh,
Y. (2019) ‘Employee Engagement as a Contemporary Issue in HRM’, pp. 20–45. doi:
10.4018/978-1-5225-7799-7.CH002.
Sun, L. and Bunchapattanasakda, C. (2019) ‘Employee Engagement: A Literature Review’, International Journal of Human Resource Studies. Macrothink Institute, Inc., 9(1), p. 63. doi: 10.5296/IJHRS.V9I1.14167.
Nice Blog. I enjoyed reading it. Employee engagement is a heavily researched area. There is a cost involved in planning/updating employment engagement strategies. A recent research has identified 15 new variables important to develop strategies to enhance engagement called “CARE model of engagement”(Mani and Mishra, 2021). CARE Stands for Context (Social and Cultural norms, Socialization & HR practices, Industry attractiveness, Composition of workforce,), Altruistic (Individual social, CSR & Community impact), Resonance (Resonant connections, Espoused values & Org norms, Micro-moments of positivity) and Enable (Personality, Core self-evaluations, Value Congruence, Org - Employee ‘Fit‘).
ReplyDeleteMani, S. and Mishra, M. 2021. Employee engagement constructs:“CARE” model of engagement–need to look beyond the obvious. Leadership & Organization Development Journal.
Hi Ravi. The changing nature of the workforce, increasing diversity, and tenure of jobs have changed employees’ aspirations. The building blocks hitherto adopted by companies to craft their employee engagement strategies have to undergo a perceptible change as well. Engagement levers currently adopted by firms (work environment, autonomy, appreciation, organization support) and propose 15 new building blocks (deep connections, value congruence, socialization practices, micro-moments of connections, fit amongst others) which are logically grouped under the CARE model over which employee engagement strategies can be built by companies (Mani & Swaminathan, 2021).
DeleteHi, I have read each of your blogs and it is really well described the entire concept." Extrinsic motivation refers to our tendency to perform activities for known external rewards, whether they be tangible (e.g., money) or psychological (e.g., praise) in nature."(Brown, Psychology of Motivation, 2007)
ReplyDeleteHi Surangi, Further to your statement, 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.
DeleteWell explain & agreed with the comments. H/E, Employee engagement increases productivity, creates a better and productive work environment, and reduces employee turnover. Engaged employees want good communication with their superiors, work that has purpose for them and motivates them, and a safe working place. When these conditions are met, employees become engaged and as a result Organization will yield better financial results, employees will be proud of their organizations, and demonstrate enthusiasm (Caplan, 2013).
ReplyDeleteHi Shazna. Agree with you. Managers must be well aware and differentiate between the two. For example, as Rogel (2018) describes, an employee can be satisfied without being engaged at work. Truly engaged employees offer improved customer satisfaction, innovation and quality. Engaged employees feel good at work , they work harder, they produce more quality work, which points to a happy customer. Happy customers keep coming back and refer other people to your company (Robertson-Smith and Markwick, 2009).
DeleteHi Nirmika, Agreed with you, Disengagement and personal engagement are related to the employee’s behavioral and state is a key driver of motivation to demonstrating behavior at the professional and personal levels, (Schrita, O., & Mohamad, S.H. 2017).
ReplyDeleteHi Atapattu. Thank you. According to Armstrong (2009), line managers play an essential role in increasing employee engagement levels. They must be trained and equipped with the skills and knowledge required to play this role. Leaders who lack knowledge in employee engagement concepts may create an environment that promotes disengagement.
Delete