EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT
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EMPLOYEE ENGAGEMENT
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Introduction
Employee engagement is
now a management topic and one which has quickly absorbed into the HR agenda.
It is a key challenge which is capturing the attention of executives and HR
professionals (Soldati, 2007; HR Focus, 2006) and, increasingly, the acceptance
of academics. As cited by Armstrong ,(2010) ,The concept of employee engagement
has attracted a lot of attention recently. Reilly and Brown (2008) noted that
the terms ‘job satisfaction’, ‘motivation’ and ‘commitment’ are generally being
replaced now in business by ‘engagement’ because it appears to have more
descriptive force and face validity.
As Emmott (2006, p153) commented, ‘Employee engagement has become a
new Organizations and People management mantra – and it’s not difficult to see
why. Engaged employees – those who feel positive about their jobs – perform
better for their employers and can promote their organization as “an employer
of choice”.’ According to the CIPD (2012, p13) ‘Engagement has become for
practitioners an umbrella concept for capturing the various means by which
employers can elicit additional or discretionary effort from employees – a
willingness on the part of staff to work beyond contract.
Markos & Sridevi
(2010) exhibit employee engagement as a two way process in which organization
provides employee the opportunity to grow, encourage them to speak, motivate
them to flourish and eventually develop a psychological bond with the
organization. Employee engagement is directly proportional to the performance
of organization, employee retention, productivity and profitability. Hence, its
significance is eminent and its link with employee development has been
established through the literature. White (2017) states that
employee-engagement tend to develop a mutual relationship between employee and
organization which is beneficial to both. It aligns the needs of organization
and expectations of employees. Best organization keeps their employee engage.
The report establishes that employees perform at higher level when organization
keeps them engaged.
Deloitte (2017)
describes that extensive development opportunities reduces turnover rate. The
research establishes a correlation between employee retention and employee
engagement. Irresistible place to work enhance the performance of individuals
as well as organizations. The study maintains two dimensions of engage path:
growth opportunity and meaningful work; which identify the professional
development, continuous learning and career progression. One of the key method,
the study establishes is employee development. Smith & Markwick (2009)
designate certain factors inevitable to establish employee engagement for
example excellent line management, effective communication, active team work,
attention on employee growth, pledge to employees, extrinsic HR policies etc.
Definitions of Employee Engagement
Two
way process in which organization provides employee the opportunity to grow,
encourage them to speak, Markos & Sridevi (2010) motivate them to flourish
and eventually develop a psychological bond with the organization. Dernovsek,
(2008) defines employee engagement as the involvement with and enthusiasm for
work. According to Armstrong (2010, p155) as cited by Murlis and Watson (2001)
defined ‘engaged performance’ as ‘A result that is achieved by stimulating
employees’ enthusiasm for their work and directing it towards organizational
success.
According to Armstrong, (2014, p. 194) as cited by Kahn , Employee Engagement can be
define as “The harnessing of
organization members’ selves to their work roles; in engagement, people employ
and express themselves physically, cognitively, and emotionally during role
performances”. The rising importance of employee
engagement It is for that reason too that ‘employee engagement’ – a term barely
heard before the late 1990s – has become a major issue for businesses large and
small. That’s because high-performance theory places employee engagement, or
‘the intellectual and emotional attachment that an employee has for his or her
work’ (Heger, 2007), at the heart of performance – especially among knowledge
workers. The relationship between the individual and the organization provides
the context in which employee engagement is created.
Employee engagement is
characterized as a feeling of commitment, passion and energy that translates
into high levels of persistence with even the most difficult tasks, exceeding
expectations and taking the initiative.
Analyzing
the present scenario of in my organization of commercial banking sector and revealed
the following reasons for the employee dissatisfaction and de motivation.
1. Lack
of opportunities for staff job rotations and barriers to specialize subject
knowledge concern,
2. Ineffective
frequent internal policy changes ,unrealistic targets
3. Not
identifying skilled and capability employees for the proper departments/units
4. Existing
mechanism used for annual staff performance appraisal ,not capturing the real
engaged employees due to the limitations & low percentage allocation for
the highest grade and score
5. Inability
of utilizing staff benefits extended, on time and long internal procedures where
the turn around time is high
6. Job
should be designed to maximum skill variety, task significance, autonomy, and
feedback and they should provide opportunities for learning and growth.
7. Employees
can be de-motivated if they are unclear about their responsibilities or performance
standards and uniformed about how well they are doing or feel that their
performance assessments are unfair.
8. Dissatisfaction
with career prospect is major cause of turnover. Specially, in today’s flatter
organization where promotion prospects are more limited.
9. Employees
can feel isolated and unhappy if they are not part of a cohesive team or if
they are be deviled by disruptive power politics. It can be enhanced by team
work and team building activities
Critical recommendations on how to resolve the above issues &
improve the employee engagement of the bank
that i worked
1) Implement effective transparent mechanism for the performance appraisal
procedure and review & monitor on
quarterly basis and consolidate at the year end by an online web based system. The
extracted data will give an pragmatic
update to the employee concern for a self evaluation and adjust for the
parameters
2) Knowledge sharing sessions and capacity building
training to be further strengthen by selecting multi skilled employees on
regional level and originate a team providing the authority to visit island
wide branches to conduct competency development programs under supervision
of head quarters
3)
Process simplification and acceleration
of employee benefits relevant to the facilities
4)
Curtailing the existing manual
procedures and transform to a technological atmosphere to sustain the
competitive advantage in the market
In addition to the above ,recommend
most important ten strategies to overcome the employee disengagement facts as
follows (Markos & Sridevi, 2010,)
1) Start it from Day one -
Most
organizations do have clear new talent acquisition strategies. However, they
lack employee retention strategies. Effective recruitment and orientation
programs are the first building blocks to be laid on the first day of the new
employee. Managers should be careful in pooling out the potential talent of the
new employee through effective recruitment
2) Start it from the top-
Employee
engagement requires leadership commitment through establishing clear mission,
vision and values. Employee engagement does not need lip-service rather
dedicated heart and action-oriented service from top management. It requires
“Leading by Being example”
3) Enhance employee engagement through
two-way communication
Managers
should promote two-way communication. Employees are not sets of pots to which
you pour out your ideas without giving them a chance to have a say on issues
that matter to their job and life. Clear and consistent communication of what
is expected of them paves the way for engaged workforce. Involve your people
and always show respect to their input. Share power with your employees through
participative decision making so that they would feel sense of belongingness
thereby increasing their engagement in realizing it.
4) Give satisfactory opportunities for
development and advancement
Encourage
independent thinking through giving them more job autonomy so that employees
will have a chance to make their own freedom of choosing their own best way of
doing their job so long as they are producing the expected result. Manage
through results rather than trying to manage all the processes by which that
result is achieved.
5) Ensure that employees have every
thing they need to do their jobs
Managers
are expected to make sure that employees have all the resources such as
physical or material, financial and information resources in order to
effectively do their job.
6) Give employees appropriate training
Help
employees update themselves increasing their knowledge and skills through
giving appropriate training's. Generally it is understood that when employees
get to know more about their job, their confidence increases there by being
able to work without much supervision from their immediate managers which in
turn builds their self-efficacy and commitment.
7) Have strong feedback system
Companies
should develop a performance management system which holds managers and
employees accountable for the level of engagement they have shown. Conducting
regular survey of employee engagement level helps make out factors that make
employees engaged. After finalizing the survey, it is advisable to determine
all the factors that driving engagement in the organization, then narrow down
the list of factors to focus on two or three areas. It is important that
organizations begin with a concentration on the factors that will make the most
difference to the employees and put energy around improving these areas as it
may be difficult to address all factors at once. Managers should be behind such
survey results and develop action-oriented plans that are specific, measurable,
and accountable and time- bound.
8) Incentives have a part to play
Managers
should work out both financial and non-financial benefits for employees who
show more engagement in their jobs. Several management theories have indicated
that when employees get more pay, recognition and praise, they tend to exert
more effort into their job. There should be a clear link between performance
and incentives given to the employees.
9) Build a distinctive corporate
culture
Companies
should promote a strong work culture in which the goals and values of managers
are aligned across all work sections. Companies that build a culture of mutual
respect by keeping success stories alive will not only keep their existing
employees engaged but also they baptize the new incoming employees with this
contagious spirit of work culture.
10) Focus on top-performing employees
A
study conducted by Watson Wyatt Worldwide in 2004/05 on HR practices of 50
large USA firms shows that high-performing organizations are focusing on
engaging their top-performing employees. According to the finding of the same
research, what high-performing firms are doing is what top-performing employees
are asking for and this reduces the turnover of high-performing employees and
as a result leads to top business performance.
CONCLUSION
Employee development
through self-directed learning, participation, empowerment, employee education
and skill development clearly play a significant role in employee engagement.
The study shows a clear link between the employee development and engagement .Employee
development is one of the most critical features in enlightening employee
engagement. It has been observed that when people receive relevant and valuable
learning and education, they are usually happier in their jobs. When the
learning is carried to the next level, employees feel more cherished by their
employers. They participate well and get ready to avail more opportunities to
develop new skills in future.
Apart from other
factors might exist in organizations, which lead to make employee retention a big challenge, employee
development programs can still make a positive difference. They tend to provide
intrinsic motivation to employee by making them feel as they are contributing
to the organizational success. Learning
organizations offer employee development programs and enjoys the luxury of
higher employee engagement. Although it is an investment, it is worthwhile for
the returns.
‘Employee engagement is
… something that can’t succeed by being managed by HR alone. Certainly HR has
the skills and tools to assist but it is the line managers who need to know how
to engage their people’ (Johnson, 2004, p. 1). The provision of support and
training to employees is vital. HR must have transparent and fair policies and
systems which managers are committed to and trained in how to implement
effectively. Link individual and organizational performance: organizations need
to communicate the importance of individual contribution to successful business
outcomes and there needs to be a clear line of sight between the two. Linking
individual assessment to business outcomes may help embed this. Encourage and
enable development: the development needs of employees must be identified and
acted upon.
In a world that is
changing both in terms of the global nature of work and the aging of the
workforce (Erickson, 2005), having engaged employees may be a key to
competitive advantage. This will be especially true if we can show how the
engagement construct produces effects at levels of analysis of concern to
management.
List
of References
Armstrong,M. & Brown,
D., (2006). Strategic Reward: Making it Happen. London: Kogan
Page Publishers.
Armstrong,M.(2012). Armstrong's
Handbook of Human Resource Management Practice. 12TH EDITION ed.
London: Kogan Page Publishers.
Armstrong, M. (2014) HANDBOOK OF HUMAN RESOURCE
MANAGEMENT PRACTICE. 13 edition. United Kingdom: Kogan Page Limited.
Armstrong,
M. (2010) Armstrong’s Essential Human Resource Management Practice: A
Guide to People Management. 1st edition. New Delhi
India: Kogan Page Limited.
Blessing White,
2017. Forget about engagement; let's talk about great days at work.
Dernovsek D.
(2008). Creating highly engaged and committed employee starts at the top and
ends at the bottom line Credit Union Magazine, May 2008. Credit Union National
Association, Inc.
Deloitte, 2017.
Employee engagement reimagined for higher education. Deloitte.
Markos, S. & Sandhya, S.
M., (2010). Employee Engagement: The Key to Improving Performance. International
Journal of Business and Management, Volume 5, p. 91.
(Markos ,S &
Sridevi,S.M.(2010) Employee Engagement:
The Key to Improving Performance. International
Journal of Business and Management,5 (12) 89-96. [Online] Available: www.accordsyst.com/papers/engagement_wp.pdf.[Accessed 29 Sep 2018]
Nadeem
M.H.,Ghani M.U.,Shah S.A.A.(2017) A
Study on Employee Engagement through Employee Development in the Banking Sector
of Pakistan: Case Study of a Private Bank- A Project of Abu Dhabi Business
Consortium,Vol 11,2,137-145
Smith, G. R. and Markwick, C. (2009) Employee Engagement
A review of current thinking. UK: INSTITUTE FOR EMPLOYMENT STUDIES.
Soldati
P (2007), ʹEmployee engagement: what exactly is it?ʹ, management‐issues.com
Very impressive blog about the employee engagement, which is one o the most important topic with regards to employee sustainability and motivation. Employee need to eel that their part of the organization and employees need to feel the importance given to them by the organization. Thereby employee take the ownership to their job role by getting involved with the organization work in every level or activities.
ReplyDeleteThanks for the view and agree.Both organisation and employee should fell about the task and the responsibility in reality
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ReplyDeleteThis comment has been removed by the author.
ReplyDeleteVery clearly identified the importance of employee engagement to the organisation. In addition on going employee development is critical to the short and long term success of every business profit or non-profit (Becker, 1962; Pittam, 1987). Most often employee engagement has been defined as emotional and intellectual commitment to the organisation (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary effort exhibited by employees in their job (Frank et al 2004). Although it is acknowledged and accepted that employee engagement is a multi-faceted construct, as previously suggested by Kahn (1990), Truss et al (2006) define employee engagement simply as ‘passion for work’, a psychological state which is seen to encompass the three dimensions of engagement discussed by Kahn (1990), and captures the common theme running through all these definitions.
ReplyDeleteThanks for the valuable comment. Organisation should understand the importance of securing the employee and provide substantial benefits which will create positive impact to the growth of the firm in return .
DeleteWhile agreeing with the elaboration made on employee engagement by you Shantha,
ReplyDeleteI would like to add another aspect which affects your topic. Biographical parameters have been identified as these factors by engagement surveys. The phenomenon was identified by Robinson et al.’s (2007) through a survey of employee engagement in eight organizations among different sectors. The survey revealed that differences in levels of engagement depends on gender, age, ethnicity, disability and those with caring responsibilities.
Thanks for your view and agree . According to the survey the said fact is directly impact to the behavior, mismatching engagement
DeleteWell illustrated writing Shantha. (Bhavani, Sharavan and Arpitha, 2015)explains the High levels of engagement in domestic and global firms promote retain of talent, promote customer loyalty and increase organizational performance and stakeholder worth. A complicated concept, engagement is influenced by many factors-from company culture, organizational communication and managerial styles to credit and respect, leadership and company reputation.
ReplyDeleteThanks for the view and agree that engagement is a vast & broad area in a challenging business organisation .
DeleteBy being in the banking sector, I personally feel that majority of the employees are disengaged as opposed to what they really should be. This is common to almost all the banks in the country, not restricted to public sector but surprisingly in private banks as well. When analyzing the reason behind the disengagement the most common causes are lack of career growth or promotion, a perception of salary inequity, job dislike, or distrust in their direct manager and senior management (Cataldo, 2011). This has ultimately lead to high staff turnovers in the industry which was not the circumstance few decades ago.
ReplyDeleteBeing in the same industry as bankers i agree with your views I think main
Deletereason for the demotivation of bank employees are non recognition, promotion restrictions, inequitable appraisal procedures and low remuneration
Hi,Shantha,Well done on your Blog assignment which illustrate all the key areas of employee engagement. The ten strategies to overcome the disengagement of the employee of an organization is really practical and essential in the current context specially in the banking sectors.While agreeing with the elaboration made on employee engagement by you Shantha,
ReplyDeleteI would like to add another aspect which affects your topic. Biographical parameters have been identified as these factors by engagement surveys. The phenomenon was identified by Robinson et al.’s (2007) through a survey of employee engagement in eight organizations among different sectors.
Agreed to your additional point on biographical parameters which is also impact to engagement ,considering race, gender, age ,education & tenure as per the surveys
DeleteIn employee engagement you have mentioned the point that, self-directed learning, participation, empowerment, employee education and skill development clearly play a significant role in employee engagement. I agree with you in that. The reason is that, without developing the person/employee, the organization cannot expect a positive employee engagement. According to Aktar (2016) states, that to enhance the employee performance is to focus on fostering employee engagement. Employee performance can be increased by the development of each and every individual employee. Therefore we can come to a conclusion that developing the skills of an employee will improve the employee engagement positively.
ReplyDeleteFocus on individual & constant monitoring & guidance will enhance confidence ,respect,loyalty to the firm & the active engagement
DeleteHi Shantha, your blog on employee engagement is really wonderful and especially the ten strategies which you have mentioned in overcoming the employee disengagement is really impactful and useful. Employee engagement is something which goes beyond mere job satisfaction with the employment arrangement or basic loyalty to the employer. Having engaged employees for an organization can be considered as a key to competitive advantage and eventhough the price and the product of a business organization can be changed easily, creating a behaviorally engaged workforce is really challenging for any organization (Macey and Schneider, 2008).
ReplyDeleteAgreed for your point and as a further addition ,The employee commitment towards change to a innovative thing beyond their Job Description .also a positive impact for the organization ."Employees’ innovative and creative work will be important for the organization Aktar (2016)
DeleteEspecially for banking sector, employee engagement is much needed theme. Banking employees jobs have become very challenging due to the continuous changes in Technology, Markets, regulations and products pertaining to the bank sector. To avoid high employee turnover resulted from above pressures organizations must ensure employee engagement. Because Engaged employees will stay with the company longer and continually find smarter, more effective ways to add value to the organization(Catteeuw et al., 2007).
ReplyDeleteOf course indeed ,due to the prevailing situation of high turnover of employees banking industry, the organization should apply strong & effective methods to enhance the engagement in order to be in a sustainable position
DeleteYes Shantha, I agree that Employee Engagement Should be a key factor overall. Understanding the current state of engagement is the first step in developing relationships with the employees. It is important to create a culture of engagement. According to Crawford et al (2013 ) companies need to focus on main drivers of Employee engagement and Job challenge , Autonomy , Variety , Feedback , Opportunities for development , Rewards and recognition.
ReplyDeleteOrganization should build up a dependable relationship within a transparency environment in order to optimize the efficiency ratio as initial step, also should be in methodical manner
DeleteShantha, you have managed to clearly emphasize the importance of employee engagement in banking sector, however, work-life-balance is an important feature in the banking sector. Kirchmeyer (2000) defined work–life balance as: ‘achieving satisfying experiences in all life domains and to do so requires personal resources such as energy, time, and commitment to be well distributed across domains’ (Kalliath & Brough, 2008).
ReplyDeleteAgreed its extremely true ,work -life -balance is a vital feature in the banking sector ,need methodical life behavior and commitment
DeleteHi Shantha,as you have mentioned I admit that the employee engagement is something that an organization should critically consider on. 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.
ReplyDeleteThank you for the view. Due to the prevailing situation of high turnover of employees banking industry, the organization should apply well-built & effectual techniques to enhance the engagement for the sustainability of the organization
DeleteHi Shantha, you have clearly identified the importance effectiveness toward the organisation. Maslow (1987) also pointed out that most behavior is multi-motivated and noted that “any behavior tends to be determined by several or all of the basic needs simultaneously rather than by only one of them” (p. 71).
ReplyDeleteThanks for the view and agree with the view .Further Most often employee engagement has been defined as emotional and intellectual commitment to the organization (Baumruk 2004, Richman 2006 and Shaw 2005)
DeleteHi Shantha , You have discussed about impact of employee engagement to the organization , Thus Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work (Armstrong , 2014)
ReplyDeleteAgreed for your view .Further wish to state that Engaged employees are motivated with their job and are more committed to the organization. therefore it is clear that engaged employees help to improve organization's productivity and performance .Schaufeli and Salanova (2007)
DeleteHi,Shantha . Well descriptive Blog on EMPLOYEE ENGAGEMENT .Drawbacks of engagement and how to tackle such situation has clearly and descriptively stated . Further I would like to add the major importance of EMPLOYEE ENGAGEMENT as well .Employee engagement improves Safety level of the organization (Vance , 2006 ) . Further high levels of engagement results in lower absenteeism and higher employee retention , increases in employee effort and productivity , improvement of quality and reduction of error rates , increase of sales, higher profitability, earnings per share and shareholder returns, enhancement of customer satisfaction and loyalty , faster business growth and higher likelihood of business success (Stairs and Galpin , 2010) .
ReplyDeletethanks for the comment .Most often employee engagement has been defined as emotional and intellectual commitment to the organization (Baumruk 2004, Richman 2006 and Shaw 2005)
DeleteHi, Shantha, it is very informative blog which gives us clear picture of the Employee Engagement. Employee engagement is the emotional commitment employees feel towards their organization and the actions they take to ensure the organization's success; engaged employees demonstrate care, dedication, enthusiasm accountability and results focus.
ReplyDeleteAccording to Armstrong (2010, p155) as cited by Murlis and Watson (2001) defined ‘engaged performance’ as ‘A result that is achieved by stimulating employees’ enthusiasm for their work and directing it towards organizational success.
I am commenting on this extract from your blog in such a way , that employee engagement for organizational success should be well define. so you may have to comment on which type of methods we can use.
''KAIZEN projects which is well known as small improvement activities will be the most effective ways for organizational success and Improvements. It was the story behind the Japan success and how they achieve their targets in a small lead time. So your blog will be more enriched with this argument . Also cross functional teams and small overlap team method also a very best way of employee engagement.
Further addition ,As per Saks (2006) Engaged Employee is having positive feelings toward his work, find their work to be personally meaningful and manageable, and he has the confidence about the future of his work, this attitude influences the quality of their work and the satisfaction and loyalty of their customers.
DeleteThe blog discusses critical facts with regard to the title which is comprehensive and done justice to its title in a successful way. Further In today’s context every organization focuses on to get the best out of their employees to increase productivity. And "employee Engagement" is one of the key factors that have been included in their Strategic Human Resource Management (SHRM).
ReplyDeleteSince Employee Engagement refers to, The harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances (Kahn,1990, p.694)
Agreed and further addition to your view organization in the pattern of optimization the productivity by enhancing the engagement .
DeleteEngagement is not about driving employees to work harder but about providing the conditions in which they will work more effectively – it is about releasing employees’ discretionary behavior. (CIPD, 2012).
Hi Shantha! Blog has been very well done. Being in a Bank myself, cannot agree with you more on what you have stressed on the importance of employee engagement as the only means for an organization like a bank to progress and achieve even the most ambitious goals which the organizations like the banks are trying to conveniently ignore thinking they would prevail as in the past and addressing them is valueless exercise. Researches have proved that in the organizations which are liberal and resort to a participative management style, with emphasis in communication and employee’s reward, the latter are more likely to be satisfied, resulting in the organization’s success (Mckinnon et al, 2003)
ReplyDeleteAgreed for your point and as a further addition ,The employee commitment towards change to a innovative thing beyond their Job Description .also a positive impact for the organization ."Employees’ innovative and creative work will be important for the organization Aktar (2016)
DeleteHi, Shantha, your blog is clearly identified the importance of Employee Engagement. However, leaders may sometimes fight to adapt their organization in response to change if they limit their focus to existing products and processes (Hill & Birkinshaw, 2012). Understanding how to manage the balance between worker relations, implementing innovation, and maximizing short-term profits is critical to business leaders ensuring a viable future for their corporations (Hill & Birkinshaw, 2012).
ReplyDeleteAgreed and its true the leaders struggle for a better change beyond existing process ,but real time change is enhance the productivity in future
DeleteDear Shantha, you have clearly set out the path of employee engagement. In addition I would like to point out that there can be negative impact of engagement as well, this known as Burnout. When individuals been pressured too much on their performances this can be happen and it will creates failure, absenteeism or leaving the organization as well (Armstrong, 2014).
ReplyDeleteAgreed and further negative actions of individual and the impact caused may spread among the employees in an organization and can even affect their performance and the organization itself
DeleteOne explanation may be that whilst many employers are aware of the importance of employee engagement and that HR and organisational development professionals have a strategic and pivotal role in raising levels (Hemsley F, 2008).
ReplyDeleteGallup (2006) proposed that employees could be divided into three types with regard to their level of engagement, the engaged, not‐engaged and the actively disengaged, with the later being of most concern to the employer brand as a result of sharing their discontent with their coworkers and the wider world
Agreed for your point and as a further addition ,The employee commitment towards change to a innovative thing beyond their Job Description .also a positive impact for the organization ."Employees’ innovative and creative work will be important for the organization Aktar (2016)
DeleteEngaged employees incline to contribute more of organizational productivity. It also supports in maintaining a higher level of commitment.According to Robinson (2006), employee engagement can be achieved through the creation of an organisational environment where positive emotions such as involvement and pride are encouraged, resulting in improved organisational performance, lower employee turnover and better health.
ReplyDeleteAgreed for your view.Engagement cloud be improved with the organizational positive approach towards employee and continues monitoring ,appreciations and frequent negotiations towards achievement of goal & exchange new ideas
DeleteEmployee engagement goes beyond activities, games, and events.They have a higher earning per share (EPS) and recover more quickly after recessions and financial setbacks.
ReplyDeleteEngaged employees look at the whole of the company and understand their purpose, where, and how they fit in.Engagement is a key differentiator when it comes to growth and innovation.
Employee engagement drives performance.Employee engagement is a vast construct that touches almost all parts of human resource management facets we know hitherto. If every part of human resources is not addressed in appropriate manner, employees fail to fully engage themselves in their job in the response to such kind of mismanagement. The construct employee engagement is built on the foundation of earlier concepts like job satisfaction, employee commitment and Organizational citizenship behavior. Though it is related to and encompasses these concepts, employee engagement is broader in scope(Markos and Sridevi,2010).
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DeleteAgreed and further addition to your view organization in the pattern of optimization the productivity by enhancing the engagement .
DeleteEngagement is not about driving employees to work harder but about providing the conditions in which they will work more effectively – it is about releasing employees’ discretionary behavior. (CIPD, 2012)
Great blog Shantha,
ReplyDeleteEmployee engagement is the emotional commitment employees feel towards their organization and the actions they take to ensure the organization's success; engaged employees demonstrate care, dedication, enthusiasm accountability and results focus. Employee engagement isn’t a quick fix and it can’t be accomplished with a staff survey, a change in process or procedure, a motivational training course or an HR initiative, it requires an investment in time, energy and commitment from every leader within the organisation to drive and sustain it.Only a change in the way an organisation thinks, behaves and acts will achieve a culture of employee engagement(Allen ,2014).
Agreed and further addition ,As per Saks (2006) Engaged Employee is having positive feelings toward his work, find their work to be personally meaningful and manageable, and he has the confidence about the future of his work, this attitude influences the quality of their work and the satisfaction and loyalty of their customers.
DeleteThis comment has been removed by the author.
Delete@Shantha Jayasekara Employee engagement is considered to be a crucial tool in Talent Management for a company. Further, Employee engagement is co-related to work engagement where it explores the connection an individual builds with the type of work he/she undertakes. While both positive engagements of aforesaid concepts fuel highly motivated individuals for the company, it also adds a positive image for the organization and the attitude enhances the brand image and company values portrayed to the public (Kaliannan & Adjovu , 2015).
ReplyDeleteAgreed for your point and as a further addition ,The employee commitment towards change to a innovative thing beyond their Job Description .also a positive impact for the organization ."Employees’ innovative and creative work will be important for the organization Aktar (2016
DeleteIts a nice read while I agree on your blog would like to highlight that According to research by professional services company Towers Perrin, organizations with higher levels of employee engagement outperform their competitors in terms of performance and profitability on aggregate by 17 per cent. Although the study does not prove a direct causality between employee engagement and profitability because it recognizes that the number of variables is too great, it does state that evidence of a significant relationship between employee engagement and financial performance is undeniable (Cook, 2008)
ReplyDeleteThanks for comment .Further addition ,talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design(Bhatnagar,2007).
DeleteNice Blog Shantha! SOS is one of the largest Online employee engagement platform in India that keep remote workers connected. Boost productivity with a social, fun, engaging workplace experience.
ReplyDeleteEngaged employees care for the company, they’re not simply working for salary and promotions but they also work effectively and efficiently for the growth of the company. Online employee engagement activities have become the most popular topic for leaders and HR professionals, because of the pandemic conditions. Filled with unique fun virtual entertaining games that help employees connect with others
ReplyDeleteUnlock all the team building activities to motivate your remote employees, boost their morale and increase their productivity with our virtual employee engagement platform.
ReplyDeleteEmployee engagement plays an important role in the team-building process in the organization, it is more crucial when employees are working remotely. Virtual team building company in US help organizations and companies to create positive and meaningful employee engagement events to boost employees bonding.
ReplyDelete