Employee Engagement And Disengagement

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.
However, a study by Gallup shows that there only 13% employees worldwide are being engaged and the worrying concern is that companies are clueless why the majority are not engaged (Gallup, 2017). Employee engagement is not about employee satisfaction and should regarded as a continuous effort an organization must understand and undertake (Kelleher,

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

It is this capability of the management to cultivate communication that is important towards effective engagement with the employee (Albrech, 2011). It is not just a one-sided affair of a company engaging employee, but also mutual loop where the employee is also engaging the company. After all, it takes two hands to clap. “Voice must be approached in a genuine and authentic way, and treated as more than just a cosmetic exercise. An authentic use of voice means that when the employee is invited to speak up, the company in return will both listen and will respond to what the employee says, even if just to explain why they cannot carry out a request for change. Feedback is vital and action must be seen to follow.” (Dromey et al, 2012, p.17).
Incentive reward engagement offers a win-win situation for the employees and the company. Kelleher believes that incentive is a form of recognition and builds engagement through company’s and employee’s obligations towards a common goal (2014). The company has a “Growth Incentive Scheme” for the production workers. Special monetary incentives are provided should the workers achieve the monthly output target. Through the rewards, employees feel motivated towards their work and thus, contribute towards the company’s