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Essays on employee engagement
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Essays on employee engagement
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Introduction
The employee engagement has become a hot topic of discussion in the corporate world. There is no single accepted definition of engagement or recognised approach for measuring or raising it. HRM Practitioners have involved in quite a lot of study to understand employee engagement and its impact on the performance of the organisation. According to them, employee engagement is a level of commitment and involvement of employees towards their organisation and its value. An engaged employee works with his/her colleagues to improve their productivity within their job, for the ultimate benefit of the organisation.
This paper critically reviews MacLeod Report (2009), ‘Engaging for Success’ and analysis it’s suitability as an engagement model for the organisations to adapt. Also, this paper suggests an alternative engagement model, which can be applied and adopted by the organisation for achieving their strategic objectives.
Employee Engagement
The employee engagement is a relatively new term in the corporate world. Due to the global nature of work and diversity of workforce, it has become a key part of competitive advantage for many organisations. The engagement at work was conceptualized by Kahn (1990:694) as the “harnessing of organisational members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively and emotionally during role performances”. The other related construct to engagement in organisational behaviour is the notion of flow. Csikszentmihalyi (1975, 1990) defines flow as the ‘holistic sensation’ that people feel when they act with total involvement.
Thus employee engagement is the level of commitment and involvement, which an employee has towards ...
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...selid, M.A. 1995. ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, Vol 38, pp635-670.
Kahn, W.A. (1990), ‘Psychological conditions of personal engagement and disengagement at work’, Academy of Management Journal, Vol 33, pp692-724
MacLeod, D. and Clarke, N. (2009), Engaging for success: enhancing performance through employee engagement, London: Department for Business, Innovation and Skills
Osterman P (1994), ‘How Common is Workplace Transformation and How can we Explain who Adopts it? Results from a National Survey’, Industrial and Labor Relations Review,47.
Pil, F.K. and McDuffie, J.P. (1996), ‘The adoption of high involvement work practices’, Industrial Relations,Vol 35:pp423-455
Vodafone Site: http://www.vodafone.com/start/responsibility/employees.html
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
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Boston, MA: Pearson Sivarethinamohan, R. R., & Aranganathan, P. P. (2011). Determinants of employee engagement
It impacts the hospital’s prosperity and productivity immensely and if employee engagement is strong it results in a more productive workforce, higher job satisfaction and moral, higher retention, better skilled staff, lower absentee rates and better patient loyalty and satisfaction. Tameside hospital has aspects of their approach to staff engagement that have high performance rates (which they need to maintain) and aspects that were lower in performance which need drastic improvements to have a more productive hospital. Progressive staff engagement and development not only benefits the staff at the hospital but leads to a better experience and service for patients, which ultimately benefits the stakeholders and the organisation as a
[Author removed at request of original publisher]. (2016, March 22). Human Resource Management - The Costs of Turnover. Retrieved August 28, 2017, from
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
It is doing what we can to put a smile on someone’s face, especially after a rough day or call. Engagement is caring about our job, providing feedback to better the process, and enjoying the work we do. This includes capturing the attention of agents in creative ways, which allows them to feel that they are important to us. Engagement means having a singular focus, sharing goals, and celebrating accomplishments. Celebrating accomplishments promotes a bond that is forged through the challenges
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
MacLeod and Clarke state that employee engagement has a lot in common with phenomena like commitment, organisational citizenship behaviour, job involvement and job satisfaction but that employee engagement has a deeper meaning behind it than all of these terms added up. Employee engagement goes in both ways, from the employee to the organisation and from the organisation to the employee. Employee engagement is described as “a workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being […].” It is also stated that a universal definition of employee engagement is non-existent but that is often discussed whether employee engagement is an attitude, a behaviour or an outcome. Attitude refers to the feeling of pride and loyalty towards the organisation you work for and the tasks that you are assigned in that company.
In his study about psychological conditions of personal engagement and disengagement at work, Kahn have shown that there are three psychological engagement elements that can influence an individual’s behaviour in relation to their job function. The elements are 1) meaningfulness - rewards from engagement, 2) safety - higher willingness to engage, and 3) availability - readiness to engage (Kahn, 1990). Because of his work, Kahn is widely regarded as the pioneer of employee engagement and his findings are still engaged and found in many references about employee
As a manager within an organization it can be challenging to keep your employees engaged and motivated. There are many factors, beyond the control of management, that play a role as to why many employees are disengaged. In these ghastly economic times, when organizations are consistently downsizing, many employees feel that the organization as a whole does not care about them as individuals. “It is essential to communicate with employees and create an environment where they feel involved” (Walker, 2012, p.257).What benefits can a well-motivated employee, or a group of engaged workers, bring to an organization? They bring better productivity, as a motivated employee can produce astonishing quality of work. When an employee is motivated, they engage better in their job performance, contribute more ideas and participate more in their everyday tasks. They can engage in their work better, and help the organization move forward as a team and succeed. When an engaged worker is participating in their everyday tasks, they are being the employee th...
Becker , B. and Gerhart 2001, and the impact on human resources management in the organization Performance .
A recent Gallup poll found that companies with engaged employees earned 147 percent higher profits than competitors with lower engagement rates. [Blog.customermonitor.com: Why engaged employees equal a better customer experience and more ROI
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Here are some figures that display how Employee engagement practices have bolstered up the efficiency and productivity of the employees and in return have augmented the profits of the companies. According to a new meta-analysis that was conducted by the Gallup organisation amongst 1.4 million employees, the organisations that focus on employee engagement practices to a large extent have reported 22% increase in productivity. These practices even impr...