A
key to Organizational Success & Individual Success
1.
Defining Employee Engagement
The definition of
Employee Engagement is defined by many. Therefore it makes difficult to measure
it precisely (Ferguson, 2007). There are different researchers and academic who
tries to define the Employee Engagement, and how it should be enhanced (Saks,
2006). Employee Engagement effects the financial and the organizational
accomplishments other than the employees results itself (Shuck and Wollard,
2010). The engaged employees perform more effectively rather than the
disengaged employees (SHRM Foundation, 2006).
Employee Engagement can
be defined as the spontaneous involvement in the role (Kahn, 1990). The
employees in the engagement perform themselves physically, cognitively and
emotionally in the role. Engagement also
can be described as high activity level and the knowledge of the work
environment the employee would possess and the feeling and the attitudes which
would be towards the employer and the working conditions. It can also be as “a
positive, fulfilling, work related mind set which is designed to absorb energy,
dedication and absorption” (Schaufeli, 2002, p 345). Employee Engagement is
therefore is the emotional and intellectual commitment by the worker (Croston
2008, Saks 2006, Schaufeli et al. 2002). The worker would also possess positive
idea about the company, the work he is engaged in and the employer, and would
show loyalty and make effort to achieve the organizations success (Aon Hewitt,
2011). Therefore the organization should encourage the employees to contribute
and give commitment towards the organizations success. The positive attitude of
the employees would increase the company’s productivity and would result in
success. Therefore to improve the productivity the organization should encourage
employee engagement. Employee Engagement is a two-way relationship, which is
between the employer and the employee (Macleod and Clark, 2009)
2.
Factors Affecting Employee Engagement
There are several
attributes which are identified which affects the employee engagement towards
the organization. Some of them which are identified are Work, Leadership and
Organizational Interaction.
2.1 Work
Each person is
different from another. For example one employee might approach a certain
decision whereas the other might approach it in another complete different way.
Each individuals personality dimension affects the way the individual would
make the decisions (Macey and Scheneider, 2008). This is illustrated in the
below Figure 1.
Figure 1. The big five personality dimensions
THE BIG
FIVE PERSONALITY DIMENSIONS
Ø
Extraversion – outgoing, sociable, assertive
Ø
Agreeableness – good-natured, trusting,
cooperative
Ø
Conscientiousness – responsible, dependable,
persistent
Ø
Emotional stability – unworried, secure,
relaxed
Ø
Openness to experience – imaginative, curious,
broad-minded
|
(Schermerhorn et al. 2012: 29).
Langelaan et al
(2006) measured extraversion and neuroticism , where they identified that
extraversion is positively related to engagement whereas neuroticism has a negative impact. Kim et al (2009) added
the Bid Five Personality dimensions highlighted conflicting information.
Conscientiousness strongly has a relationship to engagement whereas neuroticism
and extraversion were not related to engagement of the employee. Motivation is
defined as a level of persistence in an individual and the effort made towards
the work (Armstrong, 2014).
Motivation can be
categorized as intrinsic and extrinsic (Reiss, 2012). Intrinsic is when the
individual does for own sake and enjoyable, whereas extrinsic is working for a
set goal or an objective. Intrinsic motivation is directly related to
engagement of employee, because it is connected with the long term quality of
work. Extrinsic motivation is when a goal is set and when achieved the employee
would be rewarded. Therefore intrinsic motivation naturally connects the
individual to find the task interesting and are more likely to put the full
energy to and effort to achieve the task (Zhang and Bartol, 2010).
Job Attribute is also
directly linked to employee engagement to obtain motivation. When the work has
a meaningful task the psychology of the individual is positive. Therefore the
task includes creativity, variety, challenges (Kahn, 1990). When continues
learning and progress is added to the work the individual becomes interested in
the job (Widermuth and Pauken, 2008). Job Satisfaction is the motivator for
engagement (Robbins and Judge, 2013). The positive attitude, contentment and
the commitment of the employee enhances engagement of the employees (Wright,
2006). Therefore it can be concluded that in order to have employee engagement
a combination of job involvement and organizational commitment, motivation and
job attributes plays a significant role (Gallup, 2015)
2.2 Leadership
Key elements of
leadership is communication and collaboration. Communication can be considered
as the link to collaboration which keep the organizations operations together
(Schermerhorn et al. 2012). It is where information is flown, and the sender
and the received can expect a potential feedback through various communication
channels (Kalla, 2005). The two way communication where the opinions and the
views are shared among the sender and the receiver, enriches the relationship
(Ayuso et al. 2006). Transparency, listening and information exchange would
build a positive relationship (Sinclair, 2010). Communication which has clarity
would help to build trust between the employees and would build collaboration
including teamwork which is the driving factor for employee engagement (May et
al. 2004). The communication which is two way enables to build trust,
accountability and responsibility (Towers Perrin, 2003). This results in good
relationship, team building and collaboration between the employees and the
company. Therefore employee engagement is connected to good communication and
collaboration between the employees and the organization, who will have positive
outcome and shared knowledge (Wellins and Concelman, 2005). Communication and
collaboration is directly linked with teamwork (Schermerhorn et al.2012). The
Figure 2 illustrates the open systems model of the teams (Schermerhorn et al,
2012).
Figure 2. Open systems
model of teams
(Schermerhorn et al.
2012: 158).
Due to positive
leadership skills the employees would interact with each other, which would
result in the organization gaining to achieve the organizational goals
(Castellano, 2015). Leadership would have the influence on the attitudes of the
employees, their beliefs, behavioral patterns and the feelings (Spector, 2003).
For an organization to be successful leadership plays a crucial part. Positive
leadership would result in collaboration between the worker and the company. Which
has a significant effect on the employees ability to commit to work (MacLeod
and Clarke, 2009). Leadership can be identified in different styles, which
would be Autocratic, Bureaucratic, Democratic and Laissez-Faire,
Transformational, Transactional (Burns, 1978), Commanding, Visionary, Affiliate
Democratic, Pacesetting, Coaching, Creative, Corrective, Change, Intelligence,
Participative, Pedagogical, Servant, Bridging, Purposeful (Armstrong, 2014).
Different leadership styles are required for different working environments.
Leadership styles differ as well as overlap with some characteristics
(Armstrong, 2014). When the leader is committed and engaged to the organization
the employees would also follow. This action shows the trust the leader has
towards the organization (Kahn, 1990). Opportunities for career development and
advancement will engage the employees to the company (Harter et al, 2002).
Therefor due to this employees confidence would be built, since there is a
clear vision about the organizations objective and what it would achieve in
future (Towers Perrin, 2003). This would provide the employee the attention and
the management support (Kahn, 1990). The company can give the employee
autonomy, on the job training, and feedback sessions, which would gain
confidence from the employee that the company is careering about the wellbeing
of the worker and recognition (Towers Perrin, 2003). Due to the above it can be
concluded that communication and collaboration with the help the leadership to
act as the main factor which affects the employee engagement (Macleod and
Clarke, 2009)
2.3
Organization
An organization can be identified
as a unit which exist, to achieve a common purpose through collective efforts
of the employees who work there, towards a common goal. The structure is the
base for the organization to set out a frame work to carry out its activities
and to carry out the activities by the use of formal and informal lines of
command and communication channel elements (Armstrong, 2014). An organization
would have a specific culture which is assigned to it. This culture would
consist of actions, values and beliefs which are developed within the company
and guided by the members. For an organization to be successful employee
engagement would be the key factor. Because the organization depends on the
employees. Employee commitment which is where the employee would want to belong
to perform well, and employees who need to belong (Castellano, 2015). A good
leader can ensure strong, transparent and exceptional organizational culture.
In this the employee would be highly engaged since there is an understanding of
the strategic objectives of the organization. Employee would want to be
connected and belong to the organization (Boswell and Boudreaus, 2001). When
the employees is empowered to make decisions, they feel that they are
recognized and that given dignity by those who lead them. They will feel that
there is career opportunity and career development. Therefore the leader’s
ability to form the culture depends for employee engagement, and would create an
organizational culture where member share perceptions which is team spirit.
Employee engagement
requires organization to promote a system where the work is built and drives
the employee. The engagement is positive when the employees are committed to
their work or the task they are carrying out. The employees should find their
work interesting. They need to identify the value and the purpose of the
organizations goals (Armstrong, 2014). Therefore
it can be identified the main factors to influence employee engagement are
Work, Leadership and Organization interaction with the employees. This is
illustrated below.
3.
Best Practices for Employee Engagement
If the organization
intends to achieve success within itself then the relationship between the
organization and the employees needs to be kept positively. Since the process
are changing constantly. Due to employee engagement there could achieve
positive business results, increased customer satisfaction, growth and the
profitability, increased productivity and lesser accidents (Harter et al. 2002;
Schaifeli et al 2002; Saks, 2006). The employees are like free agents. There
are free to move from one job to another. Therefore the leaders should be able
to create an environment which gives respect, creativeness and passion. A good
leader will be able to ensure strong transparent and explicit organizational
culture which would lead to positive climate where positive engagement would be
created (MacLeod and Clarke, 2009). Employee engagement related to a positive
organizational culture, due to this the value creating affects positively to
the business results of the organization. Employee engagement in an
organization should be the key factor as a business strategy (SHRM Foundation,
2013) and value should be gained to the organization.
3.1
Identifying the Value Profit Chain
This is a framework which
is introduced by Heskett et al (2003) which would help to create value to the
organization. This is mainly aiming at the organizations success in relation to
customers. The main idea of this is to treat the employees as customers, in
order to gain high engagement from the people within the organization to
achieve growth and profitability for the organization (Heskett et al. 2003).
Since employee engagement affects productivity and service, which ensures the
organizations success in the value profit chain Carrig and Wright, 2006 carried
out a study which was to build profit by building people based value profit
chain (Heskett et al. 2003) and further extended it to engagement of the
employees. This is reflected as per the illustration below in figure 4.
Figure 4. The value
profit chain extended to engagement
(Carrig and Wright 2006: 19)
The value chain is driven
by the leadership and human resources practices which create employee
engagement. Engaged employees deliver high quality services which is expected
by the customers, who will becomes loyal and would return to the organization.
Which would result the business to grow. The relationship between employee
engagement, positive employees and outcome are established by companies such as
IBM, Microsoft, FedEx, SAS and Cisco Systems.
4.
Best Practice of Employee Engagement
Organizational
practices, when consideration is given to all the factors leadership plays a
vital role. Since no organization can exist without leadership (Heskett et al.
2003). Leadership helps to build the organizations practices. The organization
can give the employees the below feedback since this would enhance the
engagement
·
Recognition and appreciate the work done
·
Supportive environment where the employees
are supported for personal life work
·
Inclusive work environment, where the
employees would feel like at home
·
Variety of work, which would help for
career growth and challengers would be offered
·
Creation of a learning culture where the
company invest for employees further eduction
When considering
the second leadership creates executive practices, which operates processes.
This would include the below
·
Transparency and openness
·
Two
way communication
·
Continues investment for future leaders
·
Leader to guide as a example
·
Development of new work ideas
The organizations
practices contribute to employees practices. This is more emphasis as below
·
Work has a purpose than a mere job
·
Independence would enable to perform at
best
·
Growth, work challenges
·
Results from the work carried out
·
Connection feeling of belonging
4.1
Example of the Best practice of Employee Engagement in my organization
Employee engagement is
both ways, where the employee gives towards the organization and the employer
in return will reward for the employees performance.
An example would be in
the company I work for, when considering the employee training and development
which is conducted as per a Training and Development Manual. Since the training
and development contains in a manual this can be used to plan the annual
training of the employees. This would be a factor which would motivate the
employees, and this would looked forward each year by us to enhance our job
capacity through the application of the training and development given to us by
the company. They are able to apply the knowledge they gained in the training
on purchasing to their day to day operations, so they can do the job better.
Training and Development
would be a vital factor which would be given to the employee to enhance the
knowledge. This would help the employee to learn more about the job he is
performing. After the training and development application of the learnt
knowledge application for the job performed would be given in return to the
company for what he earned through the training and the development program.
This would be beneficial for both the parties. Which would enhance the employee
engagement towards the job and the company he is performing the duties.
5.
Conclusions
The above clearly
identifies the factors that have affected the employee engagement. This is a
factor that needs to be identified clearly since the organizations success depends
on it. Employees are the key factor of an organization. The employees needs to
be satisfied, trained, kept content for a better productivity which would
ultimately result in profitability. A dissatisfied employee base would be a
factor which would affect the organization negatively. Therefore by giving the
employees the feeling of belonging would create employee been attached to the
company. Been attached to the company would result the employee to work for the
betterment of the organization.
List of
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Employee engagement is defined by Kahn as “the harnessing of
ReplyDeleteorganisational members’ selves to their work roles; in engagement, people employ
and express themselves physically, cognitively and emotionally during role
performances” (Kahn, W.A. 1990).
DeleteThank you Jennifer for the much added comment by you. As cited by you Kahn, W.A (1990) has explained employee engagement. I have also added as Employee Engagement effects the financial and the organizational accomplishments other than the employee’s results itself (Shuck and Wollard, 2010). The engaged employees perform more effectively rather than the disengaged employees (SHRM Foundation, 2006).
Osborne et al, 2017 states that “Leaders of organizations that fully support employees, promote continuous learning, and are transparent in their decision-making, have a greater impact on the increased level of employee engagement”. Therefore, it could be said that continuous training and transparent decisions by management could influence employee engagement levels.
ReplyDeleteThank you for the much valued comment Lakshmi. As you have added the citation of Osborne et al., 2017 it does have a valid point which adds value. The comment is much valued since it gives a clear understanding of the employee engagement and the importance. I would also like to add Employee Engagement is therefore is the emotional and intellectual commitment by the worker (Croston 2008, Saks 2006, Schaufeli et al. 2002). The worker would also possess positive idea about the company, the work he is engaged in and the employer, and would show loyalty and make effort to achieve the organizations success (Aon Hewitt, 2011).
DeleteHi Cooray, It has been suggested that a relationship between motivation and employee engagement exists, and, for example that the development of motivational schemes including both intrinsic and extrinsic motivational factors can improve employee engagement within an organization (Silvera, 2013)
ReplyDeleteThank you Vianio for the valuable comment made by you. As per the citation added of Silvera (2013) it gives a clear understanding of the relationship.
DeleteTower Perrin (2003) refers that work related factors of emotional and rational are attending to the overall experience. Engaged employees obtain their job satisfaction from the company by playing as a part of it and understanding their role throughout the company objectives.
ReplyDeleteThank you Geethanjalee for the much added comment. As you have highlighted the citation of Tower Perrin (2003) which refers to the work related factors, I would also like to add as that the the worker would also possess positive idea about the company, the work he is engaged in and the employer, and would show loyalty and make effort to achieve the organizations success (Aon Hewitt, 2011).
DeleteReilly 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. Truss et. al (2013) suggested that ‘engagement may constitute the mechanism through which HRM practitioners impact individual and organizational performance’.
ReplyDeleteThank you Shiromi for the much added comment. The comment has added much thought.
DeleteWorker engagement is defined as, individual employees engaged in the tasks to the degree that they are self managing those tasks (Thomas, 2009). He also suggests that a worker will reach a high level of engagement, provided that they are committed to the mission of the organization, given the space to make certain decisions regarding work, and also being communicated about the impact of their performance on the organization’s objectives.
ReplyDeleteThank you Baiimi premila for the much added comment. As per the citation given by Thomas (2009) it also adds for the employee engagement. I would like to also add as that Employee Engagement is a two-way relationship, which is between the employer and the employee (Macleod and Clark, 2009)
DeleteEmployees classified in to three types based on their engagement level as engaged, not engaged and actively disengaged (Gallup, Krueger and Killham, 2006). Autonomy, Variety, Feedback, Fit, Opportunities for development and Reward & recognition are key factors that drives employee engagement (Crawford et al (2013). Line managers played an important role in facilitating participation and providing clarity of purpose, assessing goals, and employee effort and contribution (Armstrong, 2016). Engaged employees results in sustainable competitive advantage (Pandey, 2013)
ReplyDeleteThank you for the valuable debatable comment Rukshan. The identified three types of employees is a good classification by Gallup, Krueger and Killham (2006). I would also like to add some comments regarding this. Which is as the worker would also possess positive idea about the company, the work he is engaged in and the employer, and would show loyalty and make effort to achieve the organizations success (Aon Hewitt, 2011).
DeleteAccording to the Finnegan, (2017) by applying below point will Raise Your Team’s Employee Engagement Score much more higher.
ReplyDelete• Build trust with your team
• Implement stay interviews
• Develop an employee value scheme
• Influence company engagement programs
• Hire employees who self-motivate
• Apply smarter, better metrics
• Measure progress and forecast future engagement
Thank you Pubudu for the added comment which is much valued. As per the citation of Finnegan (2017) the application of the points will indeed add value. I would also like to quote as that employee Engagement is a two-way relationship, which is between the employer and the employee (Macleod and Clark, 2009)
DeleteHi Nilusha, Research has indicated that engagement may result in positive health effects and positive state of mind towards work and the organization (eg Mauno et al., 2007; Rothbard, 2001). Gallup (Crabtree, 2005) reported increased health and wellbeing in engaged employees, with 62 per cent of involved employees reporting a positive effect of work upon their physical health.
ReplyDeleteThank you Ganga for the valuable comment. My comments are as the worker would also possess positive idea about the company, the work he is engaged in and the employer, and would show loyalty and make effort to achieve the organizations success (Aon Hewitt, 2011).
DeleteBhatla (2011) has highlighted that the engagement is all about having a psychological commitment toward the given task, which is clearly reflected in employees dedication towards the work.
ReplyDeleteThank you Renuka for the much added thoughts. As cited by you from Bhatla (2011) the involvement is psychological. My comments are also as the worker would also possess positive idea about the company, the work he is engaged in and the employer, and would show loyalty and make effort to achieve the organizations success (Aon Hewitt, 2011).
DeleteAdding more on enhancing employee engagement, Jenkins and Delbridge (2013) proposed that in line with Story’s (1989) contrast between ‘hard ‘and ‘soft’ HRM it was possible to distinguish between hard and soft management approaches to enhancing engagement. In their case studies of two companies, one adopted a soft approach that centered on work design and promoting positive workplace conditions and relationships between management
ReplyDeleteand employees. Enhanced employee engagement was seen as a positive outcome – productivity was not the primary goal. In the other case, a ‘hard’ approach concentrated on directly increasing employee effort to improve organizational performance. In the company using a soft approach high levels of engagement were reported, while in the other company
high levels of employee disengagement were evident
Thank you Nalin for the much debatable points and valued comments. I also would like to add a comment as employee Engagement effects the financial and the organizational accomplishments other than the employees results itself (Shuck and Wollard, 2010). The engaged employees perform more effectively rather than the disengaged employees (SHRM Foundation, 2006).
DeleteIn adding to what you have mentioned, the negative side of engagement is considered as Burnout which is a response to high stress caused when excessive job demands and same happens when their is no control over working environment and same can result in failure,absenteeism or even leaving the organization.(Amstrong,2014).
ReplyDeleteThank you Shamalka for the much added thoughts. Indeed Armstrong (2014) has added a valued comment. Employee Engagement can be defined as the spontaneous involvement in the role (Kahn, 1990). The employees in the engagement perform themselves physically, cognitively and emotionally in the role.
DeleteFurthermore , As stated by Fernandez (2007) employee engagement and employee satisfaction are two different aspects. responsibilities of employee engagement are owned by both parties involved in the transaction which is the employer and employee (Kruse,2011)
ReplyDeleteThanks you Mark for the much added thoughts for the Blog. As you have cited it is valuable for the topic. It can also be as “a positive, fulfilling, work related mind set which is designed to absorb energy, dedication and absorption”(Schaufeli, 2002). Employee Engagement is therefore is the emotional and intellectual commitment by the worker (Croston 2008, Saks 2006, Schaufeli et al. 2002).
DeleteHi Nilusha, as you pointed out in the best practices of encouraging employee engagement, creating a learning culture is a very applicable concept to practice. Job demands-resources theory considers that job resources and personal resources independently or together drives the basis of employee engagement. Schaufeli and Bakker (2004), Bakker and Demerouti (2008), states that the organization can predict the engagement by looking at the available job resources.
ReplyDeleteThank you Achintha for the much valued thoughts. I would also like to comment as employee Engagement can be defined as the spontaneous involvement in the role (Kahn, 1990). The employees in the engagement perform themselves physically, cognitively and emotionally in the role. Engagement also can be described as high activity level and the knowledge of the work environment the employee would possess and the feeling and the attitudes which would be towards the employer and the working conditions.
DeleteIt can be added as There are different researchers and academic who tries to define the Employee Engagement, and how it should be enhanced (Saks, 2006). Employee Engagement effects the financial and the organizational accomplishments other than the employees results itself (Shuck and Wollard, 2010). The engaged employees perform more effectively rather than the disengaged employees (SHRM Foundation, 2006).
ReplyDeleteThank you Priyantha for the much added thoughts for the Blog. The citation on Saks (2006) is much highlighted. It can also be added as it can also be as “a positive, fulfilling, work related mind set which is designed to absorb energy, dedication and absorption”(Schaufeli, 2002). Employee Engagement is therefore is the emotional and intellectual commitment by the worker (Croston 2008, Saks 2006, Schaufeli et al. 2002).
DeleteHi, Dvir et al (2004) defined engagement behaviourally as a “high level of activity, initiative and responsibility”. Wellins and Concelman (2005) also gave a definition to behavioural engagement as a “passion, extra effort, commitment, the illusive force that motivates employees to higher levels of performance”. They divided the thought of engagement into several elements like Interpersonal value (Rewards and Recognition), determined work (Empowerment and Strategy) and Individual support (Teamwork and cooperation).
ReplyDeleteThank you Nishad for the valuable comment and much added thoughts. I would also like to add as the worker would also possess positive idea about the company, the work he is engaged in and the employer, and would show loyalty and make effort to achieve the organizations success. (Aon Hewitt, 2011)
DeleteHi Nilusha,
ReplyDeleteApart from what you have discussed, organizations immensely concentrate on attracting and retaining extraordinary employees who are not only capable and willing to perform job tasks efficiently but also are keen to voluntarily invest extra efforts in their jobs (Yen & Niehoff, 2004). Therefore, an ideal employee do not only demonstrates high levels of task performance but also exhibit high levels of organizational citizenship behavior (Somech & Drach-Zahavy, 2012). It is appropriate to posit that organizations must account psychological processes of positive psychological climate and effective performance management systems conducive to the maintenance and development of high levels of employee engagement which may have promising organizational outcomes (Ktaria, Garg and Rastogi, 2012).
Thank you Tharika for the valuable comment. The comment is much added to the blog and I would also like to comment as employee Engagement is a two-way relationship, which is between the employer and the employee (Macleod and Clark, 2009)
DeleteHi Nilusha, it is also important to know that the systematic contradictions with in the organization can spur a recursive cycle, To give an example, conflicting organizational demands for the bottom-up and top-down can create a challenge to engage and disengage in the team efforts ( Luscher and Lewis, 2008). As further explained by Luscher and Lewis, 2008, the interlinked communication patterns can be helpful to implement coping strategies to fortify each other.
ReplyDeleteThank you Prasad for the valuable comments. The citation which is considered by you from Luscher and Lewis, 2008 adds much value.
DeleteReilly and Brown (2008) asserted that appropriate reward practices and processes, both financial and non-financial and managed in combination (ie a total rewards approach), can help to build and improve employee engagement, and that badly designed or executed rewards can hinder it.
ReplyDeleteThank you Francis for the much added comment. As per the citation mentioned, both financial and non financial has an effect. I would also like to add my comment “a positive, fulfilling, work related mind set which is designed to absorb energy, dedication and absorption”(Schaufeli, 2002). Employee Engagement is therefore is the emotional and intellectual commitment by the worker (Croston 2008, Saks 2006, Schaufeli et al. 2002).
DeleteDDI (2005) states that a manager must do five things to create a highly engaged workforce. They are: Align efforts with strategy, Empower, Promote and encourage teamwork and collaboration, Help people grow and develop, Provide support and recognition where appropriate
ReplyDeleteThank you Taniya for the value added comment. I would also like to add as therefore to improve the productivity the organization should encourage employee engagement. Employee Engagement is a two-way relationship, which is between the employer and the employee. (Macleod and Clark, 2009)
DeleteHi,
ReplyDeleteAgree with you that Intrinsic motivation is directly related to engagement of employee as same is self-generated factors which influence employees to move in a specific direction. These factors are responsibility, autonomy, scope to utilize and skills and abilities, interesting and challenging work and opportunities for advancement (Armstrong , 2006).
Thank you Ashanthi for the much added comment. The citation of the Armstrong (2006) has an added comment to the blog. Thank you.
DeleteEngagement as organizationally centered adaptive behavior is reliable with the ongoing expanding emphasis on the changing nature of work, the dynamic nature of occupation jobs, and the dynamic idea of reacting to issues and occasions in the business environment (Macey and Schneider 2008)
ReplyDeleteThank you for the comment which is added by you. I would also like to add as that employee Engagement is a two-way relationship, which is between the employer and the employee. (Macleod and Clark, 2009)
DeleteAccording to the Towers Perrin report on employee engagement & turnover, around 50% moderately engaged and disengaged employees have plans to leave the organization where as other half of the proportion comfortable with the current environment (Berry & Morris, 2008).
ReplyDeleteThank you Prabath for the much added comments and the value addition. As per the citation brought by you Berry and Morris (2008) I would also like to add as employee Engagement is therefore is the emotional and intellectual commitment by the worker. (Croston 2008, Saks 2006, Schaufeli et al. 2002).
DeleteThe distinguished three broad conceptualizations of employee engagement,
ReplyDeletenamely state, trait, and behavioral engagement. Sarkar (2011) opined that employee engagement is a barometer that determines the association of a person with the organization.
Thank you Aruna for the much valued and added thoughts. Indeed as per Sarkar (2011) considered that engagement of the employees associated the individuals. I would also like to add by employee Engagement is a two-way relationship, which is between the employer and the employee. (Macleod and Clark, 2009)
DeleteThe working environment is a key factor affecting the employee’s satisfaction and commitment to the organization (Hanaysha, 2016). A stimulating and safe working environment can attract employees because their needs can be met and to be successful, the organization must design the work environment so that the organization can improve employee commitment and motivation.
ReplyDeleteThanks chandrika for the valuable comment. As you have cited Hanaysha (2016) I agree. Also would like to add as Employee Engagement effects the financial and the organizational accomplishments other than the employees results itself. (Shuck and Wollard, 2010). The engaged employees perform more effectively rather than the disengaged employees (SHRM Foundation, 2006).
DeleteFor true employee engagement to exist , reflecting a positive psychological contract within a healthy employment relationship, honesty and clarity about mutual expectations will be vital(Holbeche,2014).
ReplyDeleteThank you Suresh for the well valued comment. As cited from Holbeche (2914) I agree with your comment. Also would like to add that Employee Engagement is therefore is the emotional and intellectual commitment by the worker. (Croston 2008, Saks 2006, Schaufeli et al. 2002).
DeleteThe success of an organization depends largely on its ability to adapt to the environment and its ability to connect people with their roles (Armstrong, 2006). Negative work environment will make employees were distress and feeling annoyed. This can result in low productivity, lack of motivation and poor communication (Murphey ,2013).
ReplyDeleteThank you Nimali for the valued comment from you. I also agree to what you have mentioned. Employee Engagement is therefore is the emotional and intellectual commitment by the worker. (Croston 2008, Saks 2006, Schaufeli et al. 2002).
DeleteThe main reason for the popularity of employee engagement is that it has positive consequences for organizations. There is a common belief that there is a connection between employee engagement as an individual level structure and organizations results.(Harter et al. 2002).
ReplyDelete