Employee Engagement A way to Organizational and Individual Greatness
1.0 Introduction
Employee engagement is a concept that
discusses the level to which employees are satisfied and passionate about their
employment and this satisfaction defines how committed and loyal employees are
to the organization (Dutton and Ragins, 2017). Employee engagement emphasizes
on an approach practiced in the work
environment that ensures that the correct practices are followed in terms of
employees to achieve the goals and objectives. When these goals and objectives
are achieved through employee engagement, it results in both individual and over-all organizational success and improvement
(Harter et al., 2002) .
Employee engagement is an emotional concept
that is linked employee motivation where employees do not only work focussing
on a salary and other monetary benefits, rather focussing on career development
and ensuring that the organization performs better (Kompaso and Sridevi,
2010).
This emotional engagement of the employees could be defined a discretionary effort. The concept is
based on elements namely; integrity, confidence and effective two-way
communication between the organization and the employees (Saks, 2006) .
It is the attitude of
the employees for working more positively and in
a satisfactory level while aligning with the organizational goals and
objectives (MacLeod and Clarke, 2009) . Since employee
engagement is a qualitative concept, it is difficult to allocate measures to
evaluate the engagement of the employees. With the current business context and
human resource principles, the importance of the organizations making necessary
allocations to monitor and evaluate the engagement of the employees (Macey and Schneider, 2008) .
2.0 The importance of employee
engagement
Profitability is one of the key elements
whereupon the development and survival of a business depend, and worker commitment is essential as it enhances execution
and profitability, which thus generate an additional income (Albrech, 2011) . Commitment does not
merely indicate keeping workers cheerful. It relies upon spurring
representatives with the goal that they progress in the direction of meeting
the objectives of the association (MacLeod and Clarke, 2009) .
Worker commitment is a two-way process. At the primary dimension, the association moves in the direction of keeping workers connected by giving them the correct condition, difficulties, and motivating forces (Strandberg, 2009). Consequently, workers contribute through an expansion in profitability and enhanced execution, which results in higher benefits where it has proved by the research which has undertaken by United States of America, considering 11,000 employees in the survey, the organizations maintaining the highest level of employee engagement indicated 15% improvement in employee efficiency and 30% improvement in the level of customer satisfaction (Hord, 1997) as per the Gallup statistics for employee engagement emphasizes that there is an increased revenue per employee of 18% when the employees are highly engaged in the organization. The Workplace Research Foundation confirms through their researches that if the employee engagement is improved by 10%, there is an increase for profits by $ 2400 per year per employees (Dutton & Ragins, 2017).
While singular
objectives and targets enable a worker to comprehend what is anticipated from the
employee, it probably won't keep the employee spurred for long except if he
knows the significance of the employee’s job in helping the business accomplish
its objectives. For example, a client benefit agent's activity may include
recording and reacting client questions. He may meet desires by reacting to
client questions in a normal way, however,
may get exhausted by the undertaking after some time (Hollan et al., 2000) .
In the event that his
administrator discloses to him the significance of his job in the benefits of
the organization as a fulfilled client will prescribe the organization's item
or administrations, it will give the worker a feeling of significance and urge employee
to play out his business to the best of his capacity with the objective of
keeping the client cheerful as opposed to simply noting inquiries routinely (Hord,1997) . Below are the key
factors that highlight the importance of employee engagement of the
organization.
2.1 Improved productivity
Studies indicate that
employees who are engaged in the organization tend to be more efficient and
productive. The Gallup statistics for employee engagement identifies that the
engaged employees are 21% more efficient and productive in comparison with
employees who are less engaged in the organization. Employees who have a
positive mindset on the contributions they are making for the organizational
performance, tend to indicate a higher employee productivity and efficiency (Harter et al., 2002) .
On the other hand, the
efficient employees directly influence on
the organizational performance. Studies reveal that the organizational bottom
line or the wealth improves due to improved employee engagement (Dutton and Ragins, 2017) .
2.2 Enhanced employee retention
The
organizations are more focused on improving engagement of employees as a
mechanism to reduce employee turnover and the cost of recruitment (Kompaso and Sridevi, 2010) .
This is important in retaining great skills and capabilities of the employees
as it is critical to retain experienced employees in the organization. About
statistics by Forbes, engaged employees tend to be motivated and work with a
high commitment to the employer (Harter et al., 2002) .
According
to the survey undertaken by Covestro, 70% of officials say workers' craving for
the object is affecting HR's capacity to enroll and hold top ability (69%), and
65% report it is changing conventional ways to deal with ability enlistment and
advancement, including remuneration bundles (Mushi, 2017) .
2.3 Employee engagement upgrades
organization culture
Individuals who are occupied with what they do are, as a rule, simpler to
work with. Furthermore, not claiming they are more joyful to work, this is claiming
they epitomize a culture of representative commitment (Rigby
and Bilodeau, 2011) . As per the culture of representative commitment as indicated by Forbes is a
working environment that is structured, above all else, around its organization
esteems (Albrech, 2011) .
Making a culture of representative commitment requires checking in with their
representatives to guarantee that the organization mission lines up with the
manners in which that individuals right now work and the manners in which that
they need to work (Macey
and Schneider, 2008) .
2.4 Improved two-way communication
Employees who are
concerned about their employments are
more successful communicators with their associates, pioneers, and clients
alike. Separated specialists may thoughtlessly experience their day without
recalling any of the discussions that they had (Hollan et al., 2000) Two-way
communication would connect each other in invigorating exchanges that could
transform into gainful meetings to generate new ideas. Fusing a culture of
representative commitment can enable workers to interface with each other, as
well as help make new developments and thoughts (Parzefall et al., 2008) .
2.5 Enhanced capacity for
innovation
Most of the
discussions that will jump up inside the organization as a result of expanded
worker commitment can possibly make your representatives more imaginative. Withdrawn
workers occasionally deliver new arrangements or convey inventive plans to the
table; they have little enthusiasm for adding to the master plan or being
innovative with their activity.
Connected with
workers, then again, observe imagination to be basic. They blossom with
realizing that they can discover better approaches for finishing assignments
and extends and are continually searching for new go up against old thoughts (Saks,
2006) . By making an environment of worker commitment, the
organization can support efficiency and benefits, as well as help the employees
achieve their maximum capacity and anticipate coming to work every day. The
employees will feel more fulfilled and substance with their professions and the organization will profit by
higher profitability and benefits (Romans and Lardner, 2005) .
3.0 Implementing employee
engagement in benefit to the employee and
the organization.
3.1 Acknowledgment of the
employees
Being perceived for
their commitment to the association is one of the fundamental factors that lead
to worker commitment (Dutton and Ragins, 2017) . It is the chief's
obligation to perceive or remunerate a worker for uncommon execution or
accomplishing employee objectives. The absence
of acknowledgment will make the worker feel that his diligent work is going to
nothing, and it may make him search for another activity where his aptitudes
and endeavours are better valued (Strandberg, 2009) .
3.2 Close relationships with the
management
Keeping up an open correspondence with workers and picking up
their trust is a standout amongst other ways that a chief can keep his group
locked in. Realizing that they can swing to him for direction or support can
enable the worker to feel secure in his workplace and lead to better execution
and profitability (Dutton and Ragins, 2017) .
3.3 Engaged Culture
A work culture that
causes representatives to flourish amidst their companions through neighborly work connections can ingrain a
feeling of cooperation that adds to the employee commitment (Albrech, 2011) . An employee who
feels good working with his companions will be propelled to invest his best
exertion to gain their regard and acknowledgment (MacLeod and Clarke, 2009).
Based on a survey undertaken by Cultural, the most mainstream techniques to effectively oversee and drive worker commitment: drafting representative commitment overviews (55%), making society boards of trustees and occasions (29%), and offering worker asset gatherings (20%).
3.4 Satisfactory level of
remuneration
Compensating employees
according to their execution and at rates that coordinate industry principles is another approach to keep them locked in (Hord, 1997) . A worker who
realizes that he is being paid and additionally if worse than his friends in
the business will be urged to keep on giving his best execution. Inside the
association, while pay scales may contrast starting with one worker then onto
the next, having clear rules that connect pay to execution through a
straightforward procedure can contribute towards making each representative
feel that he is getting reasonable treatment (Kompaso and Sridevi, 2010) .
3.5 Opportunities for development
Giving employees
opportunities that assistance them to
develop in their profession by either adapting
new aptitudes or giving them challenges is another approach to keep
representatives locked in (Dutton and Ragins, 2017) . Administrators can
display open doors for representatives to work with new groups or interface
with specialists inside the association for building up extra aptitudes or
gaining information about a field of intrigue (Albrech, 2011) .
4.0 Conclusion
Employee engagement supports
of the achievement of a business from various perspectives: everyday execution, yearly achievements, client
benefit, and budgetary achievement. Be that as it may, understanding what
precisely representative commitment is and how would be approach characterizing
is important. As per an ongoing report directed by Gleam, worker commitment is
most generally distinguished as "a representative's passionate duty to the
association and ability to give his or her best at work".
Research discoveries
explicitly bolster the significance of the relationship that is shaped, and
kept up, among workers and their administrators. As indicated by Gleam,
"Just two fifths [of respondents] say their senior pioneers organize
commitment and simply 28% said their chiefs are exceedingly talented at
cultivating drawn in people and groups. This recommends many the commitment
issues associations face can be come down
to an absence of pioneer aptitudes and prioritization”. Discoveries likewise
presumed that senior administration's commitment to representative commitment
is similarly as huge as that of direct bosses.
With regards to
organization culture, we are compelled to grasp the truth of the present
representative driven market. Fit workers have the advantage of seeking after
new, and further developed, profession alternatives whenever. This epitomizes
the weight businesses currently face to consolidate methodologies to keep up
the present best donors, ability, and future power cards. "Authoritative
culture has turned into an essential factor in hopefuls' decision of manager,
and proficient representatives never again feel committed to endure a harmful culture".
It's imperative to
take note of that persuaded representatives are bound to perform better in
their jobs. This will channel down to how they run over when functioning with
customers, providers, and clients, and
enhance their experience. The organization, as a result, can improve criticism,
fabricate more noteworthy trust and make a significantly more grounded
notoriety inside the business.
References
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Hollan, J., Hutchins, E. & Kirsh, D. (2000).
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Hord, S. (2003). Professional learning
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business and management.
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Hi Aravindth, When it comes to satisfactory, Ebtesbam et al (2011) showed that
ReplyDeleteorganizational culture significantly and positively influence the performance. Someone with high job satisfaction has positive feeling about the job. Luthans (2006), job satisfaction is pleasure emotional feeling or positive emotions come from the work valuation or experience. Beside that, Nasaradin (2001) stated that job satisfaction may be a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.
Job satisfaction as a positive vibe for someone who is the result of the characteristic assessment results ( Robbin and Judge, 2008).
DeleteTo be able to do anything about engagement it is necessary to understand the factors that affect this – its antecedents and drivers. Crawford et al (2013:59–62) listed the following drivers:
ReplyDelete●● Job challenge
●● Autonomy
●● Variety
●● Feedback
●● Fit
●● Opportunities for development
●● Rewards and recognition
Job features such as task variety, autonomy, significance and feedback were all positively related to engagement (Christian et al, 2011).
DeleteThe organization must focus to develop and nurture employee engagement, which needs relationship between employer and employee" (Robinson, et al., 2004).
ReplyDeleteFurther he stated that the employee engagement is not only depend on employees but it is a two-way relationship between employer and employee where both parties equally need to contribute towards successful employee engagement in order to achieve the organizational performance.
The organization should grow two- way relationship between employer and employee. The Gallup Organization( 2004) found critical links between employee engagement, customer loyalty, business growth and profitability.
DeleteAccording to institute for employment studies, commitment, motivation and organisational citizenship are key components for Engagement. Overlapping of these components creates engagement (Armstrong, 2014). Employees classified in to three types based on their engagement level as engaged, not engaged and actively disengaged (Gallup, Krueger and Killham, 2006).
ReplyDeleteOtt (2007) cites Gallup research, which found that higher organizations engagement predicts higher earnings per share (EPS) amongst all public companies. Compared to competitors at company level, organizations with more than four employees each actively disengaged have experienced 2.6 times more growth in EPS.
DeleteIn addition, satisfactory internal communication was found to be supporting higher levels of employee engagement and commitment towards the organization (Taylor and Elsee, 2005). Internal communications also added a sense of belonging and feel of greater responsibility individually (White, Vence and Stafford, 2010).
ReplyDeleteOne of the most significant characteristic of the professional career of an employee is their relationship within their organization( Masterson et al, 2000).
DeleteIn adding to what you have mentioned the highly engaged work practices can grow 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 (Konrad, 2006).
ReplyDeleteApproximately 2/3 of the business units scoring above the median on employee engagement also scored above the median on performance, and only 1/3 of companies below the median on employee engagement scored above the median on performance (Harter, Schmidt & Hayes, 2002).
DeleteYou discussed the importance of employee engagement in the blog, I would like to add one for to that as Moreira, (2013) mention employees are critical assets for an organization because it is difficult to calculate their value. To keep low employee turnover management have to keep people motivate. Then the only organization heading to the success.
ReplyDeleteA positive company culture leads to loyal employees who come every morning to work. University of North Dakota determined that investing in companies from “Fortune’s 100 Best Companies to Work For” consistently yields a larger return than the overall market — larger, even, than investing in the S&P 500.
DeleteAs stated by Sakas (2003) Engaged employees contribute to driving high revenue whilst minimizes the operational cost. As well as, it is very essential that the employees are given the necessary types of equipment and job knowledge to perform their duties effectively by the employer. Employees who are engaged with their job and employer are more creative due to the fact that they are inspired beyond personal factors
ReplyDeleteThere was an emotional commitment to the job, organization, team and manager to determine stronger performance than a rational commitment (Nancy,2007).
DeleteIt can be added to the engaged employees perform more effectively rather than the disengaged employees (SHRM Foundation, 2006). Employee Engagement can be defined as the spontaneous involvement in the role (Kahn, 1990). The employees in the engagement perform themselves physically, cognitively and emotionally in the role.
ReplyDeleteAccording to Kahn( 1990), the behavioral aspect of responsibility concerns workers who know their real purpose and position in their working environment.
DeleteHi Aravindth, according to Storey (2009), the monitory benefits for their engagement increases the employee engagement. Compensation always sends a clear signet about what really matters to the organization and sometimes meet the needs of some employees. By standardizing the incentive system the organization can make sure the way of achieving the targets is very transparent and realistic.
ReplyDeleteRobinson et al (2004) defined engagement as a positive attitude towards the organization and its values held by the employee and aware of the business current situation.
DeleteIt can be also added as that there are different researchers and academic who tries to define the Employee Engagement, and how it should be enhanced. (Saks, 2006). Employee Engagement effects the financial and the organizational accomplishments other than the employee’s results itself. (Shuck and Wollard, 2010).
ReplyDeleteMost studies on engagement have been conducted in western countries that have demographic governments, privately owned companies and relatively strong emphasis on individualism (Rothmann 2014, p. 163).
DeleteHi Aravindth,
ReplyDeleteIn addition to what you have construe, employee engagement, an active psychological state of employees’, is often associated and described in congruence with Organizational Citizenship Behaviors (Parker & Griffin, 2011). Organizational Citizenship Behaviors (OCBs) are largely considered as a matter of personal choice based on three underlying motivational factors such as pro-social values, organizational-concern and self-concern (Thayer, 2008).
As a result of the strong relationship between the employee involvement and organization. Then there is a connection between employee involvement and many business results, including higher productivity, organizational commitment and job satisfaction Bennett (Bennett, & Robinson 2000).
DeleteIn addition, Organisations highly expect from the employees to engage with their duty role always and create new ideas and make new proposals to enhance their services to the organisation and save money on it (Skapinker, 2005).
ReplyDeleteIt is difficult to measure and determine employee involvement at psychological level in employee engagement. Participation is therefore measured behaviorally (Kahn, 1990).
DeleteWhilst engaging employees can help to reduce an
ReplyDeleteorganisation’s turnover and recruitment costs, it has also been found that the longer
employees stay with an organisation, the less engaged they become (Ferguson 2007 and Truss
et al 2006). Such evidence stresses the importance of engagement and ensuring employees are
engaged in the long term in what they do by addressing issues, which have been found to
matter, rather than letting the employee-employer relationship become ‘stale’.
Yes, Agree with you. Currently, many scholars have contributed to the development of the concept of engagement in literature and have given a clear understanding of engagement and its impact on organizational results in terms of employee behavior and performance (Safaa,2018).
DeleteClayton & Gregory (2000), explains that the engagement can be created via planning events, dialogues between viewpoints which are comprised with working situations. During such organizational activities employees at all levels tend to feel empowered to participate in meaningful way. If the organization is a rule-bound organization, the approach is recommended to be different to something that will involve the recognition and valuing of the change or engagement (Clayton & Gregory, 2000).
ReplyDeleteWork motivation can also be defined as the psychological forces within a person who determines the direction of the behavior of that person in an organization (George & Jones,2012).
DeleteThe concepts of commitment and organizational engagement are closely related, although Robinson et al (2004) stated that while engagement contains many of the elements of commitment it is not a perfect match. They suggested that it does not reflect sufficiently two aspects of engagement – its two-way nature, and the extent to which engaged employees are expected to have positive attitudes about their job. However, Storey (2007: 8) referred to the concept of employee engagement as ‘a term that broadly equates with the notion of high commitment’.
ReplyDeleteExactly, The mediation role of employee engagement between motivation and organizational citizenship behavior has proved to be an important relationship with in the organization (Safaa,2018).
DeleteEmployee engagement has emerged as one of the greatest challenges in today’s workplace. With complexities and stringent regulations in many organizations, employee engagement will continue to challenge organizations in the future. This aspect challenges management because engagement is a critical element in maintaining the organization’s vitality, survival, and profitability(Osborne & Hammoud, 2017).
ReplyDeleteGot your point, Employee engagement strategies implemented by policymakers lead to higher levels of employee engagement( Blattner & Walter, 2015), customer experience, productivity and profit( Bowen, 2016), and lower levels of employee accidents and turnover( Barrick, Thurgood, & Courtright, 2014). Business leaders adopt the concept of SDT to enable employees to hold positive attitudes toward their organization (Mowbray, Wilkinson, & Tse, 2014).
DeleteBalakrishnan & Masthan (2013) describes employee engagement “ emotional and intellectual commitment to their organization and its success. Engaged employees experience a compelling purpose and meaning in their work and give their discrete effort to advance the organization’s objectives”.
ReplyDeleteHowever, leaders can sometimes struggle to adapt their organization to change if they limit their focus to existing products and processes( Hill & Birkinshaw, 2012).
DeleteHi,
ReplyDeleteAdding on to Improved Productivity, Competitive advantage is gained through valuable resources that are difficult to imitate (Cappelli and Singh 1992). Hence highly engaged employees are assets to the organization.
Understanding how to manage the balance between employee relations, innovation and maximizing short- term profits is critical for business leaders to ensure a viable future for their companies( Hill & Birkinshaw, 2012).
Delete
ReplyDeleteEngaged employees have a feeling of personal attachment to their work and organization they are motivated and ready to give of their best to enable it to succeed – and from that streams a progression of unmistakable advantages for organization and individual alike(Macleod and Clarke 2011)
Employees are often positioned in positions that require their current expertise, while the skills they should develop to be more instrumental for the company are relatively little considered( Fey & Denison, 2003).
DeleteWhen engaging teams, it is an important factor that leaders should give new opportunities and make employees accountable on different tasks which they have never experienced before with proper guidance. In this case employees feel their importance towards the organization (Allen, 2014).
ReplyDeleteYes, Agree with you. The workforce problems that the public sector generally faces are demotivation, lack of commitment, lack of responsibility and lack of organizational citizenship behaviour (Safaa,2018).
DeleteOrganizations have been paying close attention to different types of customer strategies. Such as customer satisfaction and loyalty and the profit of the organization and this could be achieved through highly dedicated and committed employee (Kumar,2015).
ReplyDeleteShuck and Wollard (2010) defined the concept of employee involvement in the HRD field by reviewing systematically and creating a working definition of commitment.
DeleteThe significance of engagement is that it is at the heart of the employment relationship. It is about what people do and how they behave in their roles and what makes them act in ways that further the achievement of the objectives of both the organization and themselves. ( Armstrong,2008)
ReplyDeleteTo make or maintain their companies’ profitability, leaders of companies must work hard to engage employees (Kortmann et al., 2014).
DeleteKanaka (2012) states stress free environment is also important factor for company success and employee engagement. When employees are happy and comfortable about the work place atmosphere, can make employee more successful.
ReplyDeleteEngagement is considered as a collection of behaviors that are not limited to engagement, but also include behaviors that can track this state, such as focused performance( Parker and Griffin, 2011).
DeleteOn the concept of employee engagement, Briner (2014), citing Shuck and Reio (2011) argues how can a concept so underdeveloped and still emerging in scholarly research have so little agreed-upon definition and have so few validated measures yet so widely accepted in application and practice as to be named the keystone to business success.
ReplyDeleteyes, The concept of employee engagement evolves in many fields, such as human resources, employee relations, organizational behaviour, development and organizational activities (Mcbain, 2006).
DeleteArvinth, you have quoted that efficient employee directly impact for the organizational performance. I too stand on this comment. As stated by Mattox (2o11), engaged employees runs the show of the business. When they are motivated and highly engaged with the work flow that will enhance the efficiency of them and ultimately boost the performance of the organization.
ReplyDeleteSome recommendations come from this study as follows: to enhance employee engagement, managers, especially top managers, should ensure that employees have a clear task that leads to the organizational goal (Swanson , et al ,2011) .
DeleteHighly engaging organisational cultures may also have an attractive employer brand, being an employer of excellence, which attracts and retains the best talent (eg Martin and Hetrick, 2006).
ReplyDeleteEmployees are often positioned in positions that require their current expertise, while the skills they should develop to be more heavily involved for the company are relatively little considered( Fey & Denison, 2003).
DeleteHi, One of the most influential studies of engagement was carried out by Kahn (1990). Conceptually, Kahn began with the work of Goffman (1961) who proposed that, “people’s attachment and detachment to their role varies” (Kahn 1990:694). However, Kahn argued that Goffman’s work focused on fleeting face-to-face encounters, while a different concept was needed to fit organisational life, which is “ongoing, emotionally charged, and psychologically complex” (Diamond and Allcorn 1985).
ReplyDeleteDedicated and meaningful work enables employees to realize how valuable they are within the organization and to engage them. Bolman and Deal (2014) suggested that there is an opportunity for employee autonomy when self-determination theory is leveraged and employees can also influence those around them.
Delete