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Concept of employee engagement
Concept of employee engagement
Concept of employee engagement
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Employee Engagement Plan Employee engagement is one of the biggest factors facing organizations today. According to Mindful Strategies, it is one of the most critical factors in business, but it has some rewarding results. If there are high results in employee engagement within an organization, then they will be high productivity, retention, and customer service according to Mindful Strategies. Also Mindful Strategies stated if employees are engaged within an organization, they are 43 percent more productive towards generating more revenue. This is why employee engagement should be implemented carefully and strategically. Employee satisfaction, productivity, retention and recruitment, innovation, and profitability are five strategies …show more content…
Without productivity, a company cannot function or create revenue. Explorance stated, that engaged employees are generally top performers. Once an employee is more engaged, their absentees decreases and their motivation becomes higher which leads to productivity. The more engaged they are, then the more effectual and driven they are to success (Exploration, 2013). The way organizations can increase productivity by simply implementing a rewards system. This system will reward those who reach the company’s goal and this will keep employees motivated. The Employees that reach for a goal and get rewarded, this will help employees have high …show more content…
Engaged employees perform higher and generally have a passion and interest towards their job (Exploration, 2013). When employees perform this way, employees tend to be more innovative. Engaged employees tend to feel as though they have a stake in the organization so, they push to create new products and services (Exploration, 2013). This can be achieved by allowing employees to collaborate and work together as teams. Team work will push other employees who are not innovated or low performers to measure up with other top performers to enhance their
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
A study conducted by BlessingWhite (2013) highlights five levels of employee engagement. The first level is the “engaged”. The engaged employee exhibits high contribution and high satisfaction, these employees find great satisfaction in their work, they are strongly committed to the organizations mission and goals, and have a positive impact on employee morale. The second level of employee engagement is the “almost engaged” having a medium level of job satisfaction and contribution. These employees are genuinely satisfied with their job and are considered top performers within the organization. The third level are considered “honeymooners and hamsters” these employees exhibit a high job satisfaction but low contribution levels. Honeymooners are considered newer employees and are seeking their role with the organization, while also seeking ways to contribute to the mission. Hamsters, on the other hand, are sincerely hard workers, however they routinely work non-value added task, therefore contributing little to the organization. Level four consist “crash and burners”. The “crash and burners” have a high contribution level but also exhibit a low level of job satisfaction. The “crash and burners” often complain about decisions made by upper level management as well as complain about
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...
Academic instruments exist to measure discrete sub-dimensions of employee engagement, such as the Utrecht Work Engagement Scale (Schaufeli and Bakker, 2003) that measures the vigor, absorption and dedication dimensions of work engagement, but no uniform tool exists to measure the construct when conceptualized beyond work engagement (Macey and Schneider, 2008; Kamposo and Sridevi, 2010). Practitioners utilize a variety of tools to measure their conceptualizations of employee engagement, including the Gallup 12-item Worker Engagement Index (Gallup, 2013), and a variety of proprietary instruments from management and human resource consulting
When reading the book The Goal written by Eliyahu Goldratt, there were many lessons that I learned in order to have a clear and concise understanding of a positive level of productivity in a company. To have a positive level of productivity there are may components that are taken into consideration. Understanding what it actually means to be productive and how to increase the level of productivity by knowing the actual goal of the company that is trying to be reached and the components that go into the process of being productive. There are many factors that contribute to the level of productivity and being able to identify these factors is the key ingredient to having a successful level of productivity.
“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 para. Therefore, the individual can still attain high job productivity without having the satisfaction in their field of work. This happens when money is just their motivation, or if they’re trying to receive a promotion. Others try to increase their productivity due to just the satisfaction they obtain from their work.
Employee engagement is based on the relationship between people and organizations. People and organizations need each other. Organizations need ideas, energy, and talent; people need careers, salaries, and opportunities (Bolman & Deal, 2013, p. 117). The facts are that employee engagement is based on employee needs. As an example Apple’s offshore employees that make their products suffer in bad conditions with long hours, low pay, and intense pressure to mass produce more product. This company is an example of not having very good employee engagement. Employee engagement is about taking care of the people in your organization to allow them to grow and prosper. Employees gain motivation and interest in the success of the
Certainly those organisations which have successfully created a culture of employee engagement have reaped the benefits (Downey et al., 2015:39). However, an engaged employee culture requires stability of employment, something that is becoming increasingly rare in a working environment where a job for life is an oddity rather than the norm (Bal and De Lang, 2015:129). Employees must feel safe and secure before they can become engaged, and in a culture where high turnover of jobs is standard, then engagement is likely to be elusive. In order for the theory of employee engagement to be successful, organisations must create the right conditions for engagement and commit to the process. Similarly, in order for employee engagement in the working environment to be effective in practice, there is a need for a collegial approach. Due to many stakeholders taking on engagement roles, it doesn’t leave enough space for employees to engage in their work without having superiors constantly watching over them. The collegial approach allows the theory of employee engagement to be implemented, allowing for collective, shared responsibility by each member of the company, with minimal supervision from
They know how to communicate engagement 's effect and share best practices across the organization by utilizing the available opportunities to reinforce and recognize the commitment to employee involvement. Leaders should find the best ways to boost employee involvement by empowering employees, engaging them in decision-making, and providing increased job autonomy. The involvement programs are geared towards increased commitment to the organization, employee morale, and job satisfaction, which eventually increase productivity and reduce absenteeism and job turnover. Employers increase involvement through employee suggestion for a, participative decision making, continuous improvement teams, employee task forces or committees, as well as self-managed work
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
An engaged employee is vested and absorbed, they are emotionally committed to the company’s success. When employees are not content they modestly producing and often do not care about their overall performance, simply going thru the motions. Apple uses a fundamental HR strategy - Hire for innovation- the employees they hire are a great talent, that fits the company’s atmosphere of we are the best. Apple prides itself on having the very best in their field working at Apple, employees are exclusively selected, only the best of the best, creative, skilled, innovative and highly motivated. Apple does not settle for less with the talents and qualifications of their employees. Talent acquisition is one most important thing one can do for their company according to (Tatley, 2014) (“Steve Jobs’ Top Hiring Tip: “Hire The Best”, 2014). Managing an organization 's talent is so fundamental that it can determine the success or failure of the company. Apple understands the importance of aligning their HR strategies and corporate strategies particularly as it relates to talent and recruitment. Exclusively selected employees are critical to Apple’s success, employees know they are important and are hired because they possess vital skills needed to move the company forward. Highly motivated employees who are exclusively selected are engaged and motivated, knowing they are making a difference to a company, their creative ideas offer technological advances that move us forward every
Employees perform productive behaviors by engaging in behavior that contributes positively to organizational goals and objectives (Britt & Jex, 2008, para 2). Organizations intend for employees to adapt to behaviors that will positively increase the functioning of the agency. This is done through proper training and efficient skills to complete significant roles. Positive long-term effects result from productive employee behaviors. Employees who contribute to the organization help ease financial burdens and strengthen job performances. The goal for most organizations is to have numerous employees perform duties that require little or no excess supervision. New employees train to self-sustain in an organization through strong leadership and staff recognition. The act of being productive relates with performance and a person’s effectiveness on-the-job. Workers achieving a great deal in a short amount of time are known as efficient workers. ...
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...