Employee
Engagement is that the devotion, passion of the staff and effective leadership
skills with support from the management to the workers (Sarangi and Nayak,
2016). Enhancing positive traits and promoting higher performance within the
organization is commonly relates positively to client satisfaction. Therefore,
engagement is seen to be an honest factor for each organization and employee.
The leader gains stable manpower whereas the worker glad through the working
place (Kompaso and Sridevi, 2010). Some of the necessary employee engagement
methods result in, decrease in employee turnover, higher productivity, Finer
potency, Gain bottom line profit and a positive approach towards customers
(Robertson-Smith and Markwick, 2009).
Employee
engagement is a combination of commitment, loyalty, productivity, and ownership
(Wellins and Concelman 2005). Further employee engagement included not only
cognition but also the flexible application of emotions and behaviours (May et
al., 2004). Different major motivations result in create engagement and
commitment for employees which is also common in business organizations
(Mkheimer and Mjlae,2020).
“Employee
engagement as managerial tool continues to gain momentum in modern management
practices. However, before instilling any managerial decision-making on the
positive influences that employee engagement can have in an organization, it is
imperative to first determine by measuring the levels of engagement of
employees within an organization” (Imandin et al, 2014, p. 520).
The
Link Between Employer Practices and Employee Engagement
Employee
engagement methods enforced by business leaders end in higher levels of
employee engagement (Blattner & Walter, 2015). Identifying employee needs
must, thus, occupy the centre stage not only for the HR team but also the
immediate supervisor (Batla, 2011). The leadership team is responsible for how
engaged the manpower and will lead any engagement initiatives (Allen, 2017).
The
employee engagement process starts with the organization’s practices like job
and task style, training, selection, compensation, performance management and
career development as illustrated in figure 1. Such practices affect employees’
level of engagement as well as job performance. Performance and engagement then
act to provide business results. Figure 1 depicts these relationships. (Vance,
2006).
For an
example, I work for a leading Insurance company, where employees are well
recognized. The organization has many employee motivation programs to keep the
employee engaged. Identifying the best performer and rewarding is one of the
key practices. Annual increments, performance bonus, special monitory rewards,
promotions, recognition as an employee of the month are such practices. It
reflects in employee’s performance very well, where I can see the best output,
such as achieving targets, delivering good customer service and high level of
commitments. It led the organization to achieve profit and maintain an
excellent standard.
List of
References
Allen,
M. (2014) Employee engagement – A culture change.
Batla,
N. (2011) To study the employee engagement practices and its effects on
employee performance with special reference to ICICI and HDFC Bank in Lucknow. International
Journal of Scientific & Engineering Research, 2(8), p. 2. [Online]. Available
at: https://www.ijser.org/researchpaper/To-study-the-Employee-Engagement-practices-and-its-effect-on-employee-performance-with-special-reference-to-ICICI-and-HDFC-Bank-in-Lucknow.pdf [Accessed on 24 March 2021].
Blattner, J., & Walter, T.
J. (2015) Creating and sustaining a highly engaged company culture in a
multigenerational workplace. Strategic HR Review, 14, pp. 124–130.
doi:10.1108/shr-06-2015- 0043.
Imandin, L., Bisschoff, C. and
Botha, C. (2014) A model to measure employee engagement. Problems and
perspectives in management, 12 (4), p. 520.
Kompaso,
S. and Sridevi, M. (2010). Employee Engagement: The Key to Improving
Performance. International Journal of Business and Management,
5(12), pp. 92-95.
May, D. R., Gilson, R. L., & Harter, L. M.
(2004) The psychological conditions of
meaningfulness, safety
and availability and he engagement of the human spirit at work. Journal of occupational and organizational
psychology, 77(1), 11-37. [Online]. Available at: https://doi.org/10.1348/096317904322915892 [Accessed on 26 March 2021].
Mkheimer, I. and Mjlae, S. A.
(2020) Factors of Employee Engagement and Organizational Development: Are they
Linked. International Journal of Recent
Technology and Engineering, 8(5).
Robertson-Smith,
G. and Markwick, C. (2009) Employee Engagement A review of current thinking.
1st ed. Brighton: INSTITUTE FOR EMPLOYMENT STUDIES, pp. 17-21.
Sarangi,
S. and Nayak, B. (2016) Employee Engagement and Its Impact on
Organizational Success – A Study in Manufacturing Company, India. IOSR
Journal of Business and Management (IOSR-JBM), 18 (4), p. 52.
Vance, R. J. (2006) Employee
engagement and commitment. Alexandria: SHRM Foundation.
Wellins, R., and
Concelman, K. (2005)
Creating a culture
for engagement. Workforce performance solutions, 4, pp. 1-5.
Agreed Pernalla, Employee engagement refers to the positive and effective work-related state of mind that helps employees to actively express and invest themselves emotionally, cognitively, and physically in their job roles (Catlette and Hadden, 2001).
ReplyDeleteAgree Nivethini, Employee engagement is essential for organization performance and sustainability. Engaged employees are more attentive towards their job responsibilities, Which determines to predict organization outcomes such as employee performance, organization productivity, achievement and financial performance. sakes (2006)
ReplyDeleteYes Sujeendran, By increasing employee engagement levels, organizations can expect a 20% increase in performance and 87% reduction in employee departure (Corporate Leadership Council, 2004).
DeleteAgreed with you Nivethini, Employee engagement has emerged as one of the greatest challenges in today’s workplace. Organizations with highly engaged employees experience increased customer satisfaction, profits, and employee productivity (Orborne & Hammoud, 2017).
ReplyDeleteAgreed, Engagement in the workplace between employees and organization leaders is the pathway to the success of an organization (Bakker, 2011). Employee engagement is a concept used in the management of the business to measure the investment of employees (Kumar and Sia, 2012).
DeleteI agreed with your view that all the organizations should take into consideration as it reflect employee turnover and organizational performance. According to Robinson (2006), employee engagement can be achieved through the creation of an organizational environment where positive emotions such as involvement and pride are encouraged, resulting in improved organizational performance, lower employee turnover and better health. Furthermore, Robinson (2006) recommended that there is considerable evidence that many employees are greatly underutilized in the workplace through the lack of involvement in work-based decisions.
ReplyDeleteExactly Gagana, Employee engagement is firstly a person’s participation in a particular job role, which consists of three components: knowledge, interest, and performance (Meiyani et al., 2019). The efficiency of the organization and the growth of the economy depend on employee engagement, or employee’s well-being depends on employee engagement themselves (Guest, 2014).
DeleteYes Nivethini. Employees are the most valuable asset in an organization that gives distinctive advantage if they manage properly and engaged in the business. Engagement is a crucial factor that reflect the values of a company (Baumruk, 2004).
ReplyDeleteThank you for the comments. like you said, Employee engagement is a wide-ranging term that contains different types of engagement and each one needs different conceptualizations, such as proactive personality, involvement and organizational citizenship behavior (Macey and Schneider, 2008).
DeleteYes Nivethini,Employee engagement directly impact for organization success & often confused with happiness & satisfaction,real meaning of employee engagement is employee’s psychological investment in organization(Nasution & Absah,2019).
ReplyDeleteAgreed, Identifying the situations that encourage employee engagement is essential for the sustainability and growth of organizations. Employees are more likely to engage in the work if they are drawn upon themselves to perform the job roles, trust of management is essential (Rich et al., 2010).
DeleteYes Nivethini, employee engagement is vital for an organization to achieve higher levels of productivity and reach its goals in the long run. I would like to mention about the role of Emotional Intelligence in employee engagement. Organizations should focus on emotional intelligence, as it will give a competitive advantage (Bartlett, 2015). Emotional intelligence is about being able to understand one’s emotions, be empathetic and being able to motivate oneself and others. According to Arora et al (2015), “emotional intelligence plays significant role in influencing the performance and productivity of employees at workplace”.
ReplyDeleteThank you for your comments, Employee engagement is an outcome that is measured or seen as a result of employees being committed to the work in the organization (Suff, 2008). employee engagement is a long-lasting, positive and motivational approach of employees that results in a high level of work involved with passion and dedication (Munish and Agarwal, 2017).
DeleteAgree with you Nivedinini, the longevity of an organization is affected by employee engagement, which is a factor on the financial performance of the organization (Bersin, 2014). Further, Organizational productivity is determined by employees’ efforts and engagement (Musgrove, Ellinger, & Ellinger, 2014).
ReplyDeleteYes Vindya, Employee engagement is very essential for better understanding and improving employees and organizational performance. employee engagement is crucial because organizations are becoming more demanding from the workers (Sahoo and Mishra, 2012).
DeleteAgree with you. Perrin, T. (2007) defined employee engagement as ‘the extent to which employees put discretionary effort into their work, beyond the minimum to get the job done, in the form of extra time, brainpower or energy’ (Armstrong,M. 2009).
ReplyDeleteThank you for the value addition, Employee engagement is not a single concept that can fit in all industries, and the engagement strategies may differ to encourage engagement based on the type and size of the organization. Applying different methods might initiate a culture of engagement in different ways based on the structure of the organization (Shuck and Herd, 2012).
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