05. Drivers for Employee Engagement
According to the Institute for Employment studies (IES) (2014, p.21) the strongest driver of Employee Engagement is when employees feel they are ‘valued and involved’. Further it mentioned undermentioned factors with related to drivers.
Employee engagement is influenced by many interrelated factors. According to Charted Institute of Personal Development (CIPD,2007) there is ‘no definitive all‐purpose list of engagement drivers’ . Additionally CIPD stated that employee engagement is driven by opportunities for upwards feedback, effective consultation and communication systems, and a manager who is fair and visibly committed to the organization.
Cleland et al.,( 2008) identified three key drivers which support engagement, namely the work undertaken, the managers, and the level of autonomy and control given on the individual.
These were:
Work: job challenge; clear goals and accountability; freedom to act; purpose and meaning; important work; resources available.
Manager: listens; develops; open communication; makes time; respects individuals; encourages; is fair; provides feedback.
Autonomy: confident in achieving; feels respected; feels valued; is in control; has the skills; opportunity to perform; motivated; feels work is important.(Cleland et al, 2008).
Further, Robinson et al. (2007) suggest that, whereas satisfaction with salary and rewards can be a driver of engagement, it usually is often overshadowed by other factors and is typically more likely a disengager, when one is dissatisfied, than an engager.
According to the researchers’ and HR expertise, there are different types of drivers in Employee engagement. Effect of these drivers on Employee Engagement may differ based on organizational culture, goals, and values and on the competition on particular industry. Even in future researchers’ may come across with more drivers related to Employee Engagement since the organizational goals and factors affecting employee’s satisfaction keep changing in the dynamic environment.
Reference List
- CIPD (2007), Employee Engagement, (online), Available at https :// www.cipd.co.uk/subjects/empreltns/general/empengmt.htm?IsSrchRes=1 ,Accessed on 22nd August 2021.
- Cleland A, Mitchinson W, Townend A (2008), Engagement, Assertiveness and Business Performance – A New Perspective, Ixia Consultancy Ltd.
- Robinson D, Perryman S, Hayday S (2004), The Drivers of Employee Engagement, Institute for Employment Studies, Available at https:// www.employment-studies.co.uk/system/files/, Accessed on 23rd August 2021.
- Robinson D, Hooker H, Hayday S (2007), Engagement: The Continuing Story,; Report 447, Institute for Employment Studies.
A study on drivers of engagement by Mani (2011) predicted four drivers, namely employee welfare, empowerment, employee growth and interpersonal relationships (Mani, 2011) Seijit (2006) identified the 10 Cs of Employee Engagement, namely Connect, Career, Clarity, Convey, Congratulate, Contribute, Control, Collaborate, Credibility & Confidence. The three elements of employee engagement, viz contributions, connections, growth and advancement, were identified through a study by Wallace et al (2006), as cited in Mani, 2011. study by Towers Watson (2009) identified following three predictors of engagement x Rational – how well the employee understands roles/responsibilities x Emotional- how much passion employee can bring to work x Motivational- how willing is the employee to invest discretionary effort to perform their role. x Bhatla (2011), in a study of employee engagement and its effects on employee performance with respect to Indian banks has identified organisational culture and organisational communication as prominent driver. As shown in Exhibit 1, the top five global engagement drivers for 2010 were career opportunities, brand alignment, recognition, people/HR practices, and organization reputation. Through the economic downturn and into the recovery, employees are more concerned about what the company stands for and the consistency between the stated employer value proposition and the day-to-day reality of work. Brand alignment and recognition were also top global drivers in 2009, with pay and managing performance in 2009 being replaced with people/HR practices—and organizational reputation in 2010. Across the regions, the top two drivers—career opportunities and brand alignment—have remained consistent.
ReplyDeleteAgreed with you Chandana. The four components that Cook
Delete(2008) believes are the key components for driving engagement are:
Well-being
Information
Fairness
Involvement. Likewise there are different drivers as per different authors. Finally all the facts will help employees to get more engaged towards organizational goals.
Agreed. I'd like to add to job satisfaction. People are more likely to have a motivating purpose in life when their basic needs are addressed, according to Maslow (Robbins et al 2014). Employee requirements and the variables that give them with a tolerable level of satisfaction are the focus of content theories of job satisfaction, which are based on Maslow's hierarchy of wants (Saif et al., 2012).
ReplyDeleteagreed with you Sampath, High level of engagement are associated with high level of performance, citizenship behavior and individual well-being. (Truss, et el,. 2013). With Job satisfaction employees can perform better. Because satisfied employee will align with the organizational culture and lead the organization towards success.
DeleteEmployee engagement can identify as employee empirical, psychological, and behavioural involvement to the organization and the job. In three research in Factors Affecting Employee Engagement, A Study of ABC Bank PLC, performance, rewards systems, leadership, WLB, and trust can be identified as experimental factors by Silva and Iddagoda (2021).
ReplyDeleteYes. Amila, 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).
DeleteOrganizations must use the results of their engagement surveys to discover the major elements that drive engagement and organizational KPIs in their context, then choose the ones that are most important to the business and create engagement activities around them (Vance, 2006).
ReplyDeleteThats true Menupa. As you stated in your comment employee engagement reflect the relationship between organization and the employee. When organization able to maintain positive employee engagement it will able to achieve the goal and objectives effectively.
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ReplyDeleteI agreed with you. I would like to add Maslow's hierarchy of needs. It will help to improve the productivity of employees. You mentioned health and safety also. Furthermore, according to the Maslow's theory of needs identifies the security and safety need, and is safe to say that all employees had security and safe to say that all employees who had security and safety in their working place will have a positive reaction towards the management and organizational structure if coordinated appropriately. How do they give employees security and safety in a , one work on the attitude and engagement of each employee (Ellis & Sorensen, 2007).
ReplyDeleteAgreed with you. As Maslow mentioned there are several stages when achieving needs. Finally with better commitment, good attitudes and engagement will help employees to reach better heights while driving organization towards its goals.
DeleteThe general need for employees to engage with their work and organizations. Though their work doesn’t use the term ‘employee engagement’ directly, it acknowledges the need for engagement and its association with organizational effectiveness (Katz and Kahn, 1966). Employee engagement as a flow concept, wherein flow is a holistic sensation which employees experience when they are totally involved in their work (Csikszentmihalyi, 1982).
ReplyDeleteAgreed with what you mentioned. 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.
DeleteAgreed, furthermore involvement in decision-making , the extent to which employees feel able to voice their ideas, and managers listen to these views, and value employees contributions, the opportunities employees have to develop their jobs, the extent to which the organization is concerned for employees health and well-being are also drive the engagement practices in an organization (Robinson, 2004)
ReplyDeleteYes. As many researchers and schoolers mentioned , when employees were well recognized and valued well they will perform their job more than the expected level. Recognition has a direct impact to the employee engagement.
Deleteyes Nimna,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. Employees stay mainly because of the visionary leadership. Unless they will leave the organization as only with an understanding leader they can develop themselves.
ReplyDeleteAccording to Keller (1999),Recognition or appreciation of one’s work could lead to job satisfaction and build self-confidence. According to Allen and Helms’ (2002) research’s finding has come to light that regulation appreciation could help the organization achieve goals and targets.
ReplyDeleteAgreed with you. When an employee feels like he/she recognized and appreciated only ,he/she performs well in his job role. With self confidence employee will drive an extra mile and help to achieve goals of the organization with better efficiency.
DeleteAgreed on your views. Furthermore many researches have found that leadership is one of the driving factors in employee engagement. And it has proved that many resignations happen due to employees are not satisfied with leaders/supervisors. So organizations should invest in grooming leaders who can empower their employees and engage with them. In the new era of industries, there are many young and dynamic work-forces that are seeking autonomy in decision making and increased responsibilities and accountability to their work ( Wride and Patterson, 2017).
ReplyDeleteNice Post! COVID-19 disrupting businesses all over, most teams have been forced to go work from home. In this situation, Virtual team building activities for corporates can help to bring remote teams closer and boost productivity.
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