Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Employee engagement literature review
Defining employee engagement essays
Employee engagement literature review
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Employee engagement literature review
The concept of employee engagement is one of which has been widely discussed by academics and professionals in management, however the upmost definition is yet to be determined. This essay explores employee engagement as an individual’s enthusiasm to contribute and involve all aspects of themselves to their organisation, and its sophisticated relationship with other organisational constructs such as job satisfaction and employee involvement. Furthermore, the importance of job suitability, meaningfulness, safety and availability in enhancing employee engagement is emphasised.
In the current market where many individuals uphold a range of skills and knowledge, employee engagement within an organisation is becoming the source of competitive edge (Shuck, 2011, p305). In 1990 Kahn defined engagement as “the simultaneous employment and expression of a person’s ‘preferred self’ in task behaviours that promote connections to work and to others, personal presence, and active full role performances” (Shuck, 2011,
…show more content…
& Parker, J. (2013). The Meaning of ‘employee engagement’ for the values and roles of the HRM function. The International Journal of Human Resource Management. 24(14), 2692–2712.
• Anitha, J. (2014) Determinants of employee engagement and their impact on employee performance, International Journal of Productivity and Performance Management, 63(3), 308-323
• Kapoor ,S & Meachem, A, (2012) Employee Engagement- A Bond between Employee and Organisation, Amity Global Business Review, 7(1), 14-22
• Moreland, J. (2013). Improving Job Fit Can Improve Employee Engagement and Productivity. Employment Relations Today, 40 (1), 57-62.
• Saks, A & Gruman, J, (2014) What Do We Really Know About Employee Engagement?, Human resource development quarterly, 25(2), 155-182,
• Shuck, B. (2011). Four Emerging Perspectives of Employee Engagement: An Integrative Literature Review. Human Resource Development Review. 10(3),
Employee engagement is shaped by many internal and external variables. Basic needs such as fair pay and safe working conditions were primary considerations in the late 1800s. Early theorists focused primarily on the individual and theories and research centered on individual motivation and outcomes. Significant work was spent on reshaping tasks to improve productivity and output. As safe working conditions and fair pay became commonplace, different variables such as job enrichment and personal growth became important for individual workers.
Workers feeling, which includes competitive compensation and reward strategies, professional growth and development, career paths and succession plans and the organizations leadership and culture are contributing factors of employee engagement
Boston, MA: Pearson Sivarethinamohan, R. R., & Aranganathan, P. P. (2011). Determinants of employee engagement
AB appears to struggle with trust. During initial engagement he is described as guarded. He appears not to be forthcoming about some things. AB stated things he has said has been misconstrued or misinterpreted. So he has become selective in the information he shares. He has had encounters with various service providers throughout his 15 years in care. When he appears uncomfortable he shuts down. When he believes he is being judge or degraded he becomes offensive and verbally aggressive. AB needs additional time, additional time and positive reinforcement. He needs to feel as if he has control of areas of his life. During the engagement process, one should focus on him as a person and she him as a victim of the trauma he has experience.
Slåtten, T., & Mehmetoglu, M. (2011). Antecedents and effects of engaged frontline employees: A study from the hospitality industry. Managing Service Quality, 21(1), 88-107.
Based off of the gratification an individual contains towards their work is job satisfaction. The productivity could either be positive or negative while the relationship between the productivity and satisfaction may not be consistent. There are multiple internal and external factors of job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field effects the performance they perform on a daily basis. One who is satisfied with the job they maintain, succeed at what they do. “It is therefore imperative for a company to understand the attitude of its workers and measure the job satisfaction of its employees, as job satisfaction is essential for productivity” (L. Bradshaw
Dany, F., Guedri, Z., & Hatt, F. (2008). New insights into the link between HRM integration and
Employee engagement, a term devised by Gallup research group, is viewed as an important management tool for any company who wants to be an effective and productive organization. Researches have shown that employee can contribute positively to the organization vision and goal when a company engage them effectively. The employee will also feel more passionate about their work and have a sense of belonging.
MacLeod, D. and Clarke, N. (2009), Engaging for success: enhancing performance through employee engagement, London: Department for Business, Innovation and Skills
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Definition. Schaufeli’s (as cited in Truss, Delbridge, Alfes, Shantz, & Soane, 2014, p. 26) ideas on employee engagement can be explained by using the Job Demands-Resources (JD-R) model. Job demands and availability or lack of resources, both job and personal, either contribute to or deter employee engagement, this is illustrated by the JD-R (Truss et al., 2014). On the positive side, according to Truss et al. (2014) job and personal resources “foster engagement in terms of vigor (energy), dedication (persistence) and absorption (focus)” (p. 26). An employee who has the resources needed to do their job is better equipped to do the job and thereby better able to perform their job (Truss et al., 2014). Employees who are better able to meet job
There is a vast amount of literature that revolves around the positive effects of high commitment HRM practices on organisational performance, but far little evidence to evaluate and substantiate the effects on individual workers (Williams, 2004). Boselie, Dietz and Boon (2005, p.81) argues that due to “sheer variety of methods used for measuring” the linkage between HRM and performance, various different studies makes it difficult to compare
The buzzword in the global HR arena these days is ‘employee engagement’. Its impact has become so immense that is has become somewhat indispensible in the realm of the business world where operational efficiency and profit earning are the sole endeavour of any company. The questions are often asked regarding the utility of the employee engagement policies that are adopted by the companies especially in this world of cutthroat competition. These policies have been extremely useful one hand for the organisations; on the other hand they have been a failed drastically as effective HR and internal communications function in lot of companies.
Studies show that people flourish in their work environment when there is a good fit
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.