04. Emerging Model of Employee Engagement

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‘Physical, emotional and psychological resources are a necessary pre‐requisite for engaging at work’ (Kahn ,1990, cited in Sonnentag, 2003 p. 519). According to the recent HR findings, there are three tiers of engagement drivers, as illustrated in the diagram below:

Figure 1: Emerging Model of Employee Engagement Drivers

Dutta & Sandhir (2016) stated that undermentioned factors have direct impact on employee engagement.

Basic Needs

• Infrastructure and ambiance are excellent.

• Satisfaction, safety, and decent working conditions are all important factors.

• Compensation and perks are comparable 

Bank Practices

• Corporate Social Responsibility (CSR) is something the bank is very passionate about.

• To meet personal responsibilities, a suitable leave and supplementary benefits policy should be in place.

• Customer-focused business with ethical work methods.

• Management considers employee feedback/opinions while making decisions on future changes 

• In order for processes to be effective, resources must be available.

• Self-awareness/familiarity with the job profile and procedures The name of the company, its mission, and the culture in which it operates

 

Learning, Support and Career Development

• Employee satisfaction demonstrates a devotion to the job.

• Education and career advancement.

• All workers are considered fairly and given equal opportunities to succeed, regardless of their demographic differences (Mayuran and Kailasapathy, 2020).

• The institution is implicated in a lot of operations that benefit society and stakeholders.

• Corporate communication and teamwork are essential in all activities.

• Incentives, assessments, and acknowledgment based on performance.

• Innovative Human Resource firm that focuses on new approaches to employee engagement, recruitment, and retention.

• Promoting possibilities for employees' general learning, training, and development.

• Leadership and instant management who are sympathetic, collaborative, and supportive.

• Work colleagues that embrace teamwork and are friendly and accommodating.

Further, work-life balance and demographic factors causes’ engagement. As a result, the accompanying proposed framework for Employee Engagement is offered, which the institution can explore in order to create a better situation.



Figure 2: Emerging Model of Employee Engagement Drivers (Extended)

Demographic Factors

    As the statistics that characterize the human demographic, demographic considerations play an influence in job attitudes and behaviors. Ethnicity, religion, relationship status, education, earnings, age and length of experience are among the most important demographic characteristics.(Swaminathan & Ananth,2009).

Work Life Balance 

    Work-life balance is described as a sufficient level of participation or fit between various positions in an individual's existence in its broadest meaning. The notion involves a good balance of "working" (employment and aspiration) and "style of life" (wellbeing, enjoyment, relaxation, families, and spiritually advancement), as well as an idealized conception of "lifestyle choice." According to Bulińska-Stangrecka et al., (2021), life is divided into eight divisions, each of which is represented by an eight-spoke wheel. Employment, economics, spirituality, interests, self, sociable, household, and healthcare are indeed the segments that are significant to all individuals, and all individuals strive to find a balance between these diverse segments.


Reference List

  • Dutta, H. & Sandhir, S. ,2016 , Employee Engagement in  Indian Banking Sector, pp.190,191
  • Bulińska-Stangrecka, H., Bagieńska, A. and Iddagoda, Y.A., 2021. The Mediating Role of social media in the Relationship between Perceived Leadership Support and Employee Engagement in Banking. European Research Studies, 24, pp.851-874. 
  • Sonnentag S (2003), ʹRecovery, work engagement, and proactive behaviour: anew look at the interface between non‐work and workʹ, Journal of Applied Psychology, 88(3), pp.518–528.
  • Swaminathan , J. & Ananth,A. ,2009. Impact of Demographic factors on Employee Engagement Available at https://mpra.ub.uni-muenchen.de/39768/1/Impact_of_Demogra.pdf , Accessed on 28th August 2021.
  • Mayuran, L. and Kailasapathy, P., 2020. To engage or not? Antecedents of employee engagement in Sri Lanka. Asia Pacific Journal of Human Resources. 



Comments

  1. Roshini Herath8 September 2021 at 21:27

    Yes Nimna, Employee engagement is not only ensures full commitment from the employees but also creates passionate and enthused workers who strive hard to work towards the organization’s vision and their personal goals (White,2008).

    ReplyDelete
  2. Gajendran9 September 2021 at 15:45

    Agreed, an Another model of engagement emerges from the ‘burnout’ literature, describing job engagement as the opposite of burnout, while burnout is noted by the erosion of engagement with one’s job (Maslach et al 2001

    ReplyDelete
    Replies
    1. Roshini Herath9 September 2021 at 20:35

      Yes Gajendra.. Burnout...is a reaction to chronic job stress and is characterized by
      exhaustion, disengagement, and a reduced sense of personal accomplishment.(Maslash & Leither, 1997). It will lead to erosion of engagement as you mentioned.

      Delete
  3. SOS Booster14 September 2021 at 13:10

    Amazing Post! want to engage your remote workers to get in touch with us today; we’d love to help. We bring you some effective Online employee engagement activities to engage your work from home teams.

    ReplyDelete

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