Employee
engagement may affect performance. Employees who have the correct job fit and
are passionate about work are likely to perform well and continue to work for
an organization (Marrelli, 2011). To engage employee as well as to benefit from
the engagement, organization should invest in its human resource practices
(Vance, 2006).
According to SHRM (2021) as HR professionals consider increasing employee engagement, they should:
• Develop a compelling business case
• Consider unintended consequences
• Base investment decisions on sound data
• Create an "engagement culture.
The
following practices can increase employee engagement:
Job
enrichment is one of the important goals to achieve individual performance. It
is essential to understand how job enrichment could be a valuable tool for
managing and fostering successful employee performance (Vijay and Indradevi,
2015).
Recruiting
The
role of employee engagement in recruitment is often overlooked, yet employee
engagement plays a big role in hiring workers (The big picture people, 2019).
If the firm has designed jobs specifically to engage employees, then the
organization wants to ensure that recruiting ads extol these positions’
attractive features such as challenging work, a highly skilled team
environment, or minimal supervision. Candidates who notice and respond to this
will more likely be motivated by these features (Vance, 2006).
Selection
The
next step of an efficient employee alignment strategy would be a selection
process that assesses the degree to which the prospective employees’ values
align with those of the organization through an interview process that may
include structured interviews, a self-report assessment, and a behavioral
assessment (Caiani, 2015).
Training
and Development
Training
is considered as one of the most important methods of improving the
productivity and performance levels of employees in an organization. It is also
an important administrative function of human resource management (Siddiqui and
Sahar, 2019). By investing in employees and helping them meet their potential,
the organization shows that the management is as committed to the employees
(Sharkey, 2021).
Performance
Management
performance
management includes the following elements: setting performance goals at the
organizational, departmental, team, and individual level, conducting
performance appraisals, provide rewards, feedback, and measuring the
effectiveness of performance management systems (Roberts, 2003).
For
example: At Tata Consultancy Services (TCS), senior executives guide the team
members coming up with innovative ideas to work related problems. This has
resulted in the development of several useful products that have resulted in
successful business endeavors. TCS, which has diverse teams working in
different geographic locations in different cultures, created an ultimate
platform an online forum, where employees across levels and geographies can
come together (Siddhanta and Roy, 2010).
List of reference
Caiani, T. S. P. (2015)
‘Examination of employee alignment as a predictor of work engagement’, Master’s
Theses, San Jose State University, San jose.
Marrelli, A. F. (2011) Employee
engagement and performance management in the federal sector. Performance Improvement,
50(5), pp. 5-13 [Online]. Available at: https://www.researchgate.net/profile/AnneMarrelli/publication/260408275_Employee_engagement_and_performance_management_in_the_federal_sector/links/59dcb93eaca2728e20206610/Employee-engagement-and-performance-management-in-the-federal-sector.pdf [Accessed
on 18 April 2021].
Roberts, G.E. (2003) Employee
performance appraisal system participation: A technique that works. Public
Personnel Management, 32, pp. 89-97.
Sharkey, M. (2021) Employee
engagement strategies: What are they and how do you build them?. [blog
entry] no date. Workplace. Available from https://www.workplace.com/blog/employee-engagement-strategies [Accessed on 20 April 2021].
SHRM, (2021) Developing and
Sustaining Employee Engagement. SHRM [Online]. Available at https://www.shrm.org/resourcesandtools/toolsandsamples/toolkits/pages/sustainingemployeeengagement.aspx. [Accessed on 19 April 2021].
Siddhanta, A. and Roy, D.
(2010) Employee engagement engaging 21st century workforce. Asian
journal of management research, [Online]. Available at http://www.ipublishing.co.in/ajmrvol1no1/sped12011/AJMRSP1015.pdf [Accessed on 20 April 2021].
Siddiqui, D. A. and Sahar, N.
(2019) The impact of training and development and communication on employee
engagement- A study of banking sector. Business management and strategy,
10(1), p. 23.
The big picture peoples,
(2019) The role of employee engagement in recruitment. [blog entry] 17
March. Tyne and wear: The big picture people. Available from https://thebigpicturepeople.co.uk/blog/employee-engagement-in-recruitment/
[Accessed on 27 April 2021].
Vance, R. J. (2006) Employee
engagement and commitment. Alexandria: SHRM Foundation.
Vijay, V. and Indradevi, R.
(2015) A study on job enrichment and individual performance among faculties
with special reference to a private university. Mediterranean journal of
social science, 6(1).
This comment has been removed by the author.
ReplyDeleteEngaged employees deliver improved organizational and individual performance. Communication business leader must understand the need for autonomy, intrinsic rewards and influence to achieve employee engagement, higher level employee engagement improve customer satisfaction, productivity and profit of the organization.
ReplyDeleteReference
Osborne S. and Hammoud M. S (2017), Effective Employee Engagement in the Workplace, International Journal of Applied Management and Technology, Vol 16 Issue 1 (online), available on: https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=1239&context=ijamt cited on 28th April 2021.
Agreed with your comments. Employee engagement is a process of learning, improvement, measurement, and action (Anand and Banu, 2011). Employee engagement surveys are one of the main tools that help to understand the methods to improve employee engagement and increase company performance (Risher, 2012).
DeleteAdding to your view Brent Gleeson (2017) said it is a common understanding of a vast majority of leaders that the employees are a company’s most important asset. But in reality, that is only true when the majority of the workforce is fully engaged in their work. If not, they are either adding minimal value or actively working against the organization.
ReplyDeleteI do agree with you Pernalla, Employee engagement can be looked into two ways. Employee engagement must be raise and developed by the organization which demands a mutual relationship between the organization and employees. Employee's desire and ability to help the organization to get success with discretionary efforts continuously reflects employee engagement (Towers Perrin’s Global Workforce Study, 2003).
DeleteYes Nivethini and Performance measurement is quantifying, either quantitatively or qualitatively, the input, output or level of activity of an event or process. Performance management is action, based on performance measures and reporting, which results in improvements in behavior, motivation and processes and promotes innovation (Radnor and Barnes,2007).
ReplyDeleteYes Duminda, Employee engagement has been related to building an organization’s competitive advantage. Employee engagement can build or break the business (Lockwood, 2006). Engaging employees especially by allowing them participation, freedom, and trust is the broadest support anticipated by employees (Rana and Chopra, 2019).
DeleteAgreed Nivethini, Jose and Mampilly (2014) asserts that employees should invest themselves emotionally, physically and cognitively to the roles of their jobs in order be more engaged to the organization. However, it is important for organizations to recognize the proper employee engagement practices based on the size and type of the organization as one strategy doesn't fit all organizations (Shuck and Herd, 2012).
ReplyDeleteAgreed with your comments, Leaders who put the effort to engage employees can have healthier, more productive work environments. Engaged employees have higher retention than disengaged employees who are less productive, which negatively affects profitability (Wollard, 2011).
DeleteAgreed with you Nivethini, Adding to your view, PratimaSarangi & Nayak, (2016) state “engagement as a positive attitude held by the employee towards the organization and its values. An engaged employee is aware of the business context, works with colleagues to improve performance within the job for the benefit of the organization”.
ReplyDeleteYes Sachith, Leaders in organizations should maximize employee engagement by implementing different strategies to increase engagement. Strategies to implement engagement in the workplace require long-term leadership commitment (Ramsay and Armitage, 2014). Engaged employees work diligently and are more likely to stay employed for a long period (Anand and Banu, 2011).
DeleteAgreed with you Nivethini and adding to that, Existing organizational behaviour concepts focusing on person-role relationships emphasize the generalized states that organization members occupy: people are to some degree job involved (Lawler & Hall, 1970; Lodahl & Kejner, 1965), committed to organizations (Mowday, Porter, & Steers, 1982; Porter, Steers, Mowday, & Boulian, 1974), or alienated at work in the form of self-estrangement (Blauner, 1964; Seeman, 1972).
ReplyDeleteExactly Eranda, Companies are using their organizational mission to incorporate employee engagement. Organizations are using business strategies to motivate, challenge, and create employee engagement (Cattermole et al., 2014).
DeleteAgreed with you Nivethini. Employee engagement is the most significant for the organization to continue their process. To get engaged employees to their job, it is more important to their motivation. Motivated employees have the best engagement levels with the assigned job and they have the enough desires and competencies for the job. Motivation is the driven facts of employees to their job and through the motivational facts it is easy to develop the employee’s engagement (Malik, 2006).
ReplyDeleteAgree with you. Further more, Organizations play a major role in creating a better environment to engage the employee, but the employees should take action as well (Hazelton, 2014). Human resource managers may facilitate employee engagement by using a policy and using engagement assessment models to index high engagement (Bakker, 2011).
DeleteThe use of advanced technologies, skilled labor, best practices, and education has helped to increase
ReplyDeletethe efficiencies in many major organizations and firms. However, disengaged employees who have
lowered productivity(Purcell, 2014). The longevity of an organization is affected by employee
engagement, which is a factor on the financial performance of the organization (Bersin, 2014).In
contrast, improved employee productivity had a positive effect on organizational financial
performance.
Agreed, Engagement maintains when managers and leaders work together to increase levels of engagement (Sparrow, 2013). Organizational practices are critical for employee engagement but should position with the organization’s strategy and human resource strategy (Choo et al., 2013).
DeleteAgreed with your points Nivethini adding to that organizational productivity is determined by employees’ efforts and engagement (Musgrove,Ellinger, & Ellinger, 2014). Interpersonal behaviors affect productivity; consequently, organizational (Osborne & Hammoud, 2017) leaders have begun to monitor how different interpersonal behaviors influence productivity (Hausknecht & Holwerda, 2013). Negative effects on productivity could be caused by negative interpersonal behaviors that lower employee engagement. Bersin (2014) found that only 13% of worldwide employees are fully engaged at work. In addition, twice as many are so disengaged that this negative behavior is spread to other employees (Bersin, 2014).
ReplyDeleteFurther more, Communication from business leaders to employees is essential to the success of an organization. Business leaders recognize that interpersonal communication is a crucial factor of productivity and employee engagement in the workplace (Hynes, 2012).
DeleteYes Hashanika, Communication at all levels may ensure that the organization is working coordinated on the common goals and mission of the organization to implement engagement (Mishra et al., 2014). Employees must trust leadership and believe that leaders are making better decisions for the organization (Malinen et al., 2013). Managers must be clear about the actions and behaviour as the decisions may drive employee engagement (Baron, 2013).
ReplyDeleteAdding to that Nivethini, assigning meaningful and dedicated work may influence employee engagement while if organization place effective reward system (Bolman and Deal, 2014).
ReplyDeleteLike you said, The organization must use many paths to establish a relationship between engagement and performance for rewarding employees. Performance aligns with engagement when feedback, reward and recognition opportunities exist (Weldon, 2012).
DeleteAgreeing with you Nivethini, I would like to add, leaders improve engagement by defining and communicating a powerful vision for the organization. They hire and develop managers that are emotionally invested in the organization’s mission and vision and give them the resources to build great teams with the right people in the right roles. They empower (Gleeson, 2017).
ReplyDeleteAgreed, Leaders play an important role in engaging employees by maximizing the level of energy and involvement (Serrano and Reichard, 2011).
DeleteNice Blog! We are the leading employee engagement company in India that helps to boost unity in employees. We bring all your team members together to share knowledge and connect with each other.
ReplyDelete