To begin the research, the researcher conducted a literature search in three areas: employee engagement, employee morale, and employee activities. The researcher chose to focus on these areas because all three seemed to play critical roles in analyzing the impact of employee-centered activities and employee satisfaction. Literature relevant to the present study was examined and the findings of this review are documented here. References were reviewed with interest in studies surrounding the research topic. A brief analysis is included in this literature review of research studies, journals, and articles.
Presentation of the Literature
Effect of Social Events on Performance and Morale
Most corporations hold a couple of events a year;
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By demonstrating to employees that may all hold different positions still identifies all human beings nonetheless, their confidence in the company is bolstered, as well as their overall morale. A high morale work place is essential to any business. Low morale can quickly take an off path and lead ultimately business failure. To increase employee morale, a company needs to understand that a diversified approach to remove morale shield and enhance staff motivators that will work best to rid its business of poor morale. Improving employee morale benefits everyone involved in a work place. Boosting employee morale means that people will take more pride in their work, call in sick less and be more productive. Happier employees mean happier employers, because the employer will not lose money due to inefficiency and lost time. Improving employee morale can be accomplished fairly …show more content…
According to the Battalia survey, 37% of companies say that their party has been impacted by the economy. But while many companies may be scuttling their party this year many more believe that it would be a mistake to remove what they see as an important morale-boosting event. According to Web Media Company finding Dulcinea's CEO, Mark Moran, company sponsored events puts the emphasis on teambuilding rather than
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
Rich, B., Lepine, J., & Crawford, E. (2010). Job engagement: Antecedents and effects on job performance. Academy Of Management Journal, 53(3), 617-635. Retrieved from EBSCOhost.
Employee engagement is the investment of physical, cognitive and emotional energy and their full deployment of themselves into work roles or tasks (Kahn, 1990). Employee engagement is key to ensure employees are inspired and enthusiastic about their work. Wi...
"An increasingly important element of a positive work environment is the fostering of employee engagement. Engaged employees are not just satisfied with their work or loyal to the organization, but are energized about their contributions to the workplace and willing to go above and beyond their job description to contribute to the organization’s mission. A key component of engagement is that employees feel that the organization cares about and values their contributions."
SHRM Foundation Executive Briefing (2012). Employee Engagement: Your Competitive Advantage. Retrieved December 4, 2013, from http://www.shrm.org/about/foundation/products/Documents/Engagement%20Briefing-FINAL.pdf
I selected to discuss the employee engagement process intervention method. According to Kahn (1990), employee engagement is when organizational members utilize their emotional, cognitive, and physical means in order to perform their duties (as cited in Xu & Thomas, 2011). The purpose of using the employee engagement process intervention method is to convert the culture in management from one that is traditional to one that has shared responsibilities, collaborative, and team focused (Holman, Devane, & Cady, 2007). Furthermore, the purpose of this intervention method is to achieve an environment with open communication, and individual accountability of the culture (Holman et al., 2007).
Albrecht, S.L. (Ed.) (2010), Handbook of Employee Engagement: Perspectives, Issues, Research and Practice, Edward Elgar Publishers, Cheltenham
It has been accepted that the term employee engagement was introduced by the Gallup Research group (Beverly Little 2006). Gallup Organization introduced the term after conducting interviews and surveys of employees for more than 25 years. The group was hoping to create a measurement of a workplace that can be used to compare other work places. The research that was conducted was published in their book ‘break all the rules’ . The findings of the Gallup group was named as Gallup Workplace Audit (GWA) and it is used to measure the relationship between employee engagement on retention, profitability and productivity. Those who score high in GWA is considered as highly engaged
In the workplace, employees are the main role that will keep the organization together. Every task they perform is very essential because the company needs to make sure the goals are being implemented correctly and successful. In order to achieve these goals, company needs to have a proper management and motivated employees to work with them. In addition, it is very crucial for the organization to ensure that the employees enjoy working with them, have positive attitudes towards the organization goals, they are satisfied with the position they hold and strive for a better position. Therefore, it is very necessary for the organization to analyze the employee’s motivation which can increase their productivity in an organization. According to Herzberg, Maunser and Snyderman (1959) a good motivation can lead to positive job attitudes of the employee because the organization satisfy the employee’s need for self-actualization. Another research done by Tziner and Tanami (2013) with a self-report questionnaire that was completed by a sample of 139 employees, found that there is a positive correlation between job engagement and motivation. This founding can be said as the higher the employees job engagement, they higher is their motivational potential or we can also said the higher the motivation the more likely they will immersed in job engagement.
Mishra, K, Boynton, L, & Mishra, A 2014, 'Driving Employee Engagement: The Expanded Role of Internal Communications', Journal Of Business Communication, 51, 2, pp. 183-202.
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.
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.
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
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...