Introduction –Employee Engagement
Introduction –Employee Engagement
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.
References
Armstrong, M.
(2010) Armstrong’s Essential Human Resource Management Practice: A
Guide to People Management. 1st edition. New Delhi
India: Kogan Page Limited.
Deloitte, 2017. Employee engagement
reimagined for higher education. Deloitte.
Emmott, M. (2010), "Employee
engagement is a strategic issue", Strategic HR
Review, Vol. 9 No. 3. https://doi.org/10.1108/shr.2010.37209cab.011
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]
Reilly, M.C., Gerlier, L., Brabant,
Y. and Brown, M. (2008). Validity,
reliability, and responsiveness of the work productivity and activity
impairment questionnaire in Crohn’s disease. Clinical
Therapeutics
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, www.management‐ issues.com/2007/3/8/opinion/employee‐engagement‐what‐exactly‐is‐it.asp
White B, 2017. Forget about
engagement; let's talk about great days at work.
Shantha, you have managed to clearly emphasize the importance of employee engagement in banking sector. However, various articles have revealed that work-life-balance is also an important feature in the banking sector and has a correlation with employee engagement. Kalliath & Brough (2008) have defined work-life-balance as accomplishing sustaining experiences in all life domains and in order to do that personal resources such as energy, time, and commitment are required to well distributed across domains.
ReplyDeleteAgreed its extremely true ,work -life -balance is a vital feature in the banking sector ,need methodical life behavior and commitment
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 .
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).
Very 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 .
DeleteEngaged 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
ReplyDelete