01. Overview of Employee Engagement
Employee engagement is one of the decisive factors in todays’ HR world and this will enable to achieve following objectives in present scenario.
• Achieving organizational goals
• Facing the competitors
• Improving productivity
• Increasing efficiency
• Lowering productive cost
• Reducing high employee turnover.
This is becoming a catchphrase in management circles, owing to its attraction as a means of completing tasks. It's interesting to note that it has varied meanings for different people. Both academic scholars and practitioners’ debate on the definition of employee engagement.
Johnson and Johnson defines employee engagement as ‘the degree to which employees are satisfied with their jobs, feel valued, and experience collaboration and trust. Engaged employees will stay with the company longer and continually find smarter, more effective ways to add value to the organisation. The end result is a high performing company where people are flourishing and productivity is increased and sustained’. (Catteeuw et al., 2007 p. 152). It summarises the essence of employees' engagement in work with their heads, hands, and hearts. Some of the employee engagement stratergies are placed to reduce Employee turnover, increase productivity, improve efficiency and increase profitability while achieving better customer base.(Robertson-Smith and Markwick, 2009).
Further the University of York suggests that ‘employee engagement is a combination of commitment to the organisation and its values plus a willingness to help out colleagues …. Employee Engagement goes beyond job satisfaction and is not simply motivation’ (University of York, 2008). Therefore, engagement is seen to be a good thing for both the employer and employee. The employer gains a performing and stable workforce while the employee satisfied through the working environment (Kompaso and Sridevi, 2010).
Unlike in past, Employee engagement is becoming a decisive factor in present HR which directly influence organizational goals. Therefore todays organizations and HR specialists give much prominence to this topic and they studied this topic thoroughly. As a result they found many factors and drivers which directly influence employee engagement.
Video 01 : Employee Engagement
Source : (8) HR Basics: Employee Engagement - YouTube
Reference List
o Catteeuw F, Flynn E, Vonderhorst J (2007), ʹEmployee engagement: boosting productivity in turbulent timesʹ, Organization Development Journal, 25 (2), 151– 157
o Kompaso, S. and Sridevi, M. (2010). Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12), pp.92-95.
o Robertson-Smith, G. and Markwick, C. (2009). Employee Engagement A review of current thinking. 1st ed. Brighton: INSTITUTE FOR EMPLOYMENT STUDIES, pp.17-21.
o University of York (2008), Employee Engagement [online].Available at
http://www.york.ac.uk/admin/hr/abouthr/strategy/employee_engagement.(Accessed: 25th August 2021).
o (8) HR Basics: Employee Engagement - YouTube Available at www.youtube.com/watch?v=g9HjuA1JF18&t=86s (Accessed: 25th August 2021).
Perrin’s Global Workforce Study (2003) uses the definition “employees’ willingness and ability to help their company succeed, largely by providing discretionary effort on a sustainable basis.” According to the study, engagement is affected by many factors which involve both emotional and rational factors relating to work and the overall work experience. Gallup organization defines employee engagement as the involvement with and enthusiasm for work. Gallup as cited by Dernovsek (2008) likens employee engagement to a positive employees’ emotional attachment and employees’ commitment.
ReplyDeleteAgreed with you Chandana. "High level of engagement is associated with high level of performance, citizenship behavior and individual well-being. (Truss, et el,. 2013). Employee engagement with the positive attachment towards organizational goals and objectives will lead to better results.
DeleteYes, while getting best out form the employee is one of the key roles and responsibility of the manager or the leader of the organization (Armstrong, 2010). While researchers are argued with organization with positive culture has positive employee engagement, Parnt & Lovelace in 2015, argued that employees with high level of job engagement shows less adaptation to change of the organization. On the other hand, achievement and support organization culture brings more employee engagement but power culture of organization shows negative employee engagement to the organization(Brenyah & Obuobisa-Darko, 2017).
ReplyDeleteAgreed with your comment Thushari. As you stated in your comment employee engagement reflect the relationship between organization and the employee. When organization is being able to maintain positive employee engagement it will lead the organization to achieve the vision, goals and objectives effectively. Kahn (1990) reported that in addition to using one’s full self to work, an employee could be engaged at 3 different levels; physical, emotional and cognitive and these 3 levels are in turn affected by 3 psychological factors; meaningfulness, safety and availability.
DeleteEmployee engagement is critical in improving organizational profitability and facilitating customer service capabilities among employees, according to Osborne and Hammoud (2017).
ReplyDeleteYes. High level of engagement are associated with high level of performance, citizenship behavior and individual well-being. (Truss, et el,. 2013).
DeleteEmployee engagement touches almost all parts of human resource management. Employee engagement is a stronger forecaster of constructive organizational performance showing the two-way connection between company and employee. Engaged employees are emotionally committed to their company and highly involved in their work with a great interest for the victory of their employer (Markos & Sridevi, 2010).
ReplyDeleteYes. Engagement is defined as the emotional, physical and cognitive attachment of employees to their work, due to orientation towards practice, researchers have explored and tested the theories of employee engagement (Guptaet al, 2015).
DeleteYes according to Gerard & Crim( 2006), most of the multinational companies are in the view that the employee engagement is vital for talent retainment, reduced employee turnover and improved employee commitment, work productivity & quality.
ReplyDeleteAgreed with what you stated. Employee engagement is also indicator of high productivity and employee retention (Srivastava & Bhatnagar, 2008). Therefore organization can easily achieve its goals with highly engaged employees.
DeleteAgreed. Further, employers naturally want to encourage workers to perform prescribed and voluntary activities while avoiding proscribed ones. To achieve these goals, organizations use a number of HR practices that directly affect the person, process and context components of job performance. Employees’ reactions to these practices determine their levels of engagement and commitment (Vance, 2006).
ReplyDeleteAgreed with you Nuwan. Gallup Research Group defines employee engagement as the individual’s involvement and satisfaction with as well as enthusiasm for work.(Hater et el,2002).
DeleteHi Roshini, according to Kahn (1990), employee engagement binds organization members to their work roles. Organizations with a high level of engagement result in more profit to the organization and financial gains to satisfy customers (Phani Sree and Lakshmi, 2020).
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DeleteYes Lasanthi, "an outcome measured or seen as a result of people being committed to something or someone in the business – a very best effort that is willingly given”.’
Delete(Suff, 2008). Engaged employees are the best assets that an organizations can ever have.
I agree with you. From David Guest (2009) employee engagement will be manifested in positive attitudes (for example job satisfaction, organizational commitment and identification with the organization) and behaviour (low labour turnover and absence and high citizenship behaviour) on the part of employees; and evidence of perceptions of trust, fairness and a positive exchange within a psychological contract where two-way promises and commitments are fulfilled (Risambessy et al 2012).
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