Employee is the fundamental to any organisation, in particular today where organisations are facing the increasingly fierce competition. To improve productivity, individual and organisational performance, and so as to gain or retain organisational competitive advantages, organisations are paying more attention to find the way which can gain, enhance and retain employee engagement. Many of research has approved that a high level of employee engagement has series of positive impacts on organisations and individuals. According to a research report written by CIPD (2010), a high level of employee engagement can be conducive to enhance organisational and individual innovation, behaviour and performance. Recently, the substantial research have generalised series of drivers involving physical, psychological, and emotional elements to engaging employees. According to Penna’s research report (Cited in Markos and Sridevi, 2010), researcher stated that the most significant drivers influencing the levels of employee engagement is having a meaningful job, namely meaning at work is essential to affect the levels of engagement. Besides, there are other various drivers, such as leadership, engaging managers, employee voice, integrity, decision making authority, and so forth. Concerning with such various factors affecting to engaging employees, many of research have generated different types of approaches to obtain and remain employee engagement. This paper aims to evaluate some organisational strategies to engaging employees by comparing their differences, usages in practice and theory, followed by a piece of available suggestion regarding to the steps to increase levels of engagement. Employee engagement versus commitment So far, the term of em... ... middle of paper ... ... to work. For example, engagement is closely related to affective commitment (Purcell, 2012). When employees have a sense of belonging, they may able to do the extra effort for their work. Indeed, employees with strong commitment to their work are more likely to behave in positive way, namely be engaged. However, the difference between these two concepts still exists. Commitment is more about attitudinal, affective aspects. And it is worth mentioning that engagement can be viewed as a combination of an attitude and behaviour (Purcell, 2012). The attitude refers to commitment, and behaviour is actions, such as going the extra mile. In a word, commitment pays more attention to employees’ emotional attachment to their organisation, while engagement is about creating and providing conditions to employees, motivating them to offer more of their potential and competencies
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
Effective engagement is effective when active listening takes place as well because sometimes people (myself included) can listen to a person talk for hours but not really hear them. That’s why it’s important to build up a positive rapport when dealing with clients. The clients in my agency are going through a range of emotions
Based off of the gratification an individual contains towards their work, job satisfaction is a key. 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 in job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field affects the performance they perform on a daily basis. One who is satisfied with the job they do, succeeds at what they do.
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 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.
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...
Describe and explain how this factor can potentially have a positive influence on workplace relationships
Positive organizational behavior is a effective leader in the workplace, because you set up a team strength, and work with partners to achieve goals. Their success brought confidence for the workplace.
Amos and Weathinton, (2008) established that organisational commitment and job and organisation satisfaction were influenced by value congruence. Organisational commitment refers to the extent to which an employee would voluntarily remain with the organisation during good times and bad; and can be divided into three elements (Rashid, Sambasivan & Johari, 2003). Affective commitment as the name suggests is emotion based, and is the most desirable outcome in that an employee remains a part of the organisation because of their positive affect towards it (Rashid, Sambasivan & Johari, 2003). This means that the employee is satisfied with their job and with the organisation and that their values are congruent with those of the organisation (Rashid, Sambasivan & Johari, 2003). Employees with affective commitment have work engagement and love their job and enjoy working for the organisation (Rashid, Sambasivan & Johari, 2003). Organisational commitment has without fail been established to be related to crucial workplace behaviours such as citizenship behaviour (Abbott ,
Engagement consults the eagerness, inspiration and echelon of commitment workers show in the presentation of their work responsibilities. The recruitment and selection of qualified applicants can directly impact employee engagement. In the recruitment procedure, recognizing candidates whose job record proposes that they reveal promise is one approach to forecast their height of obligation to an organization. In detail interviews are a perfect method to recognize applicants who are passionate concerning the prerequisites they can convey to the organization.
Employee performance defines the individual performance and behavior. It is essential to understand that performance is not merely a tasks and work need to be done to receive bonus or pay increase. Main objective is to enhance the skills set of an individual while helping the business performance (Baker, 1999).
To excel in the workplace, the expectations of an employee include more than what they do physically. They also include the mental and social aspects, particularly if that employee is expected to work with a diverse set of individuals to complete certain tasks. After all, all types of people seek out employment and discrimination in the workplace is unacceptable since all people deserve a chance to work for a living. Each individual has the responsibility to not only be able to work with others, but to make working with each other a pleasant experience so as to make teamwork and communication easier.With all parts of a company working smoothly, the success of the overall company is assured.