Employee engagement is simply important if there is a
lot of genuine sharing of responsibility between management and workers over
problems with substance (Purcell et al, 2003). A research by Gallup
organization (2006) has shown that engaged employees are more productive,
profitable, safer, produce stronger client relationships, and stay longer with
the company than less engaged workers. The research categorizes employee
engagement in to 03 levels, as illustrated in figure 1.0.
Figure 1.0 Different level of employee engagement.
(Source: Killham and Krueger, 2006)
Engaged
- To engage workers as well as to get benefit from that engagement, the
organization must invest in its human resource practices (Vance, 2006). Engaged
employees are more active in their work and perform better (Susana et al,
2007).
Not
Engaged - These categories of staff don't have cooperative relationship with
the colleagues and employers. Contribution of the employee is little within the
success and development of the organization (Vani and Babu, 2018). Those who
aren't engaged focus on the unhappiness and distrust toward management, further
often sharing the poor experience with co-workers (Shuck, 2010).
Actively
Disengaged - Employees aren’t simply unhappy at work; they actively show their
unhappiness. These workers demonstrate negative, uncooperative and sometimes
hostile behaviors and attitude (Allen, 2017). Employees operating actively to
weaken the prosperity of their own companies! They dislike the work and try to
create a negative atmosphere within the workplace. (Vantage Circle Blog, 2021).
In the
organization I work for, I have seen all these types of employees. When the
company came across a system change, staffs are unhappy with the new system and
the difficulties. That led the workers to the level of not engaged and Actively
Disengaged. Later training and learning sessions were done regarding the new
system, employees slowly got familiar to the change. That’s when the workers
again started to perform well. One important matter I noticed in the
organization is employees are engaged when the work is valued and recognized.
At the same time when the workplace is comfortable, procedures are more
familiar and the superiors are friendly employees are more into the work.
List of
References
Allen,
M. (2014) Employee engagement – A culture change.
Killham, E. and Krueger,
J. (2006) Who's Driving Innovation at Your Company?. [Online] Available
at: http://news.gallup.com/businessjournal/24472/whos-driving-innovation-your-company.aspx [Accessed on 02 April 2021].
Purcell, J., Kinnie, N.,
Hutchinson, S., Rayton, B. and Swart, J. (2003) Understanding the People and
Performance Link: Unlocking the Black Box. London: Charted Institute of
Personnel and Development.
Shuck, M. B. (2010). Employee
Engagement : An Examination of Antecedent and Outcome Variables. EdD. Florida
International University. [Online]. Available at: https://digitalcommons.fiu.edu/cgi/viewcontent.cgi?article=1284&context=etd. [Accessed
on 03 April 2021].
Susana, L., Schaufeli, W., Bakker, A., and Salanova, M. (2007) Does a
positive gain spiral of resources, efficacy beliefs and engagement exist?. Computers
in human behaviour, 23 (1), pp.
825-841. [Online]. Available at: https://doi.org/10.1016/j.chb.2004.11.012. [Accessed on 02 April 2021].
Vance, R. J. (2006) Employee engagement and commitment.
Alexandria: SHRM Foundation.
Vani,
B. and babu, S. (2018) A Study on Employee Engagement and Its Impact On Business
Performance. International Journal of Management, Technology and
Engineering, 8(10), P. 2124.
Vantage Circle Blog (2021) What is
Employee Engagement? Levels, Benefits, Drivers. [blog entry] 29 January.
Vantage Circle. Available from https://blog.vantagecircle.com/employee-engagement/ [Accessed on 03 April 2021].
It is true that an organization should create engaged employees than disengaged or actively disengaged employees. According to Gallup Report (2017), the surveys with employees around the world found that 15% are engaged at work being motivated and highly productive, 67% are not engaged with little discretionary effort at work and balance 18% are actively disengaged being openly resentful. Therefore, it is crucial the organisations to invest in human resource practices.
ReplyDeleteAgreed with your comments. Research shows that employees are more likely to engage in the work if the work and the talent have been recognized, along with the trust of management is essential (Rich et al., 2010). According to Gallup (2019) Global engagement increased from 56% to 62% in the last five years. Organizations in the top level of employee engagement scores had 18% higher productivity.
DeleteYes Nivethini, as Siddhanta and Roy (2010) suggests that disengaged and non-engaged employees are just focused on completing tasks and don't have any aspirations of their own so what leaders can do is identify the strengths of those employees and assign them work according to their inner strengths, provide psychological support and act as a mentor.
ReplyDeleteAgreed with your view, To achieve organizational goals, employer should always try to make employees engaged and transform not engaged and disengaged employees to engaged ones by implementing the identified engagement factors, should always try to make employees' perception positive towards these determinants(Shrestha,2019).
ReplyDeleteThank you for your comments, Developing a place that allows employees to engage in the work, organizations may benefit from employees who are willing to go the extra level and achieve better organizational targets (Baumruk, 2006).
DeleteMost research on employee engagement address this phenomenon on an individual level. Research shows that they are more favor to be attracted to perform their duties, they are more likely to be involved, and management's trust is essential. (Rich et al., 2010)
ReplyDeleteYes Harsha, Employees who are fully engaged show an increase in work effort, productivity, innovation, and work quality (Pater and Lewis, 2012).
DeleteAn insightful read Nivethini, adding to your point, work disengagement occurs due to individual characteristics, job attributes, and organizational and workplace conditions. Also work group relationships also affect disengagement. Employees who do not gain membership of a work group could protect their positive self image by disengaging from work as a defensive effort (Afrahi et al., 2021).
ReplyDeleteThank you for the comment. Disengagement will cause a work environment to suffer from low performance, unproductive, and negative employees. HR managers in organizations should build employee engagement by implementing strategies to increase and maintain engagement (Keeble-Ramsay and Armitage, 2014).
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