7.1. The Work Environment Warr (2007) identified nine aspects of the environment that can affect employee well-being and personal happiness. These are (1) opportunity for personal control (2) opportunity for skill use(3) externally generated goals (4) variety (5) environmental clarity (6) contact with others (7) availability of money (8) physical security and (9) valued social position. Personal happiness and wellbeing are influenced by these environmental conditions of the workplace. Employees has to experience them in adequate quantities to contribute to job satisfaction and personal happiness. Too much or too little may contribute to employee ill-being, not well-being. According to the study conducted by Ellen Ernst, Kossek Thomas …show more content…
(2012, p6) explained the relationship between employee engagement and wellbeing in four quadrants, which shows high level of wellbeing will result high level of employee engagement. He stated that achieving a state of high wellbeing and high engagement is the most productive, sustainable state for workers. Gallup (2013) report shows three key ways that organisations can increase employee engagement: select the right people, develop employees’ strengths, and enhance employees’ wellbeing . Research produced by Robertson Cooper’s founding directors (2010) demonstrated that wellbeing helps to make employees more engaged which ultimately influence employee’s performance. Robertson Cooper (2014) has developed a ‘6 Essentials’ model showing key aspects of working life that affect workplace wellbeing and employee engagement. The model was developed using over 100,000 cases of data and applied in a huge range of organisations. The ‘6 essentials of workplace wellbeing’ in this model are: (i) resources and communication, (ii) control, (iii) balanced workload, (iv) job security and change, (v) work relationships, and (vi) job conditions. Robertson Cooper state that these lead to psychological wellbeing, epitomized by a sense of purpose and positive emotions. They further argue that high psychological wellbeing leads to positive individual outcomes, such as commitment, morale and health, which in turn lead to improvements in organizational performance in areas such as productivity, customer satisfaction, attractiveness to recruits, and lower turnover and sickness
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
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."
Tulgan, B., Meister, J., & Matos, K. (2013). 2012 Employee Job Satisfaction and Engagement (ISBN 978-1-586-44329-0). Retrieved from Society for Human Resource Management (SHRM) website: http://www.shrm.org/LegalIssues/StateandLocalResources/StateandLocalStatutesandRegulations/Documents/12-0537%202012_JobSatisfaction_FNL_online.pdf
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
When was the last time you did something purely for the goal of being happy? When was the last time you were intentional about your happiness? Do you wake up in the morning excited about your life? Are you mentally and emotionally ready to go to work each morning? If you answered no to any of these questions, you may want to ask yourself “Why?”. Why aren’t I living a happy life? What do I need to do to change this behavior? Scientists are asking themselves these same questions and trying to figure out what they can do to observe and change these behaviors. They are asking themselves what they can do to encourage happiness, promote healthy lifestyles, and provide unity in the workplace, while also finding correlations between happiness and certain behaviors. The results have been shocking.
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
In an employment era characterised by people-centric organisations, it is understandable that the concept of employee engagement has gained increased prominence. In theory, employees are motivated when given autonomy, self-confidence through feedback, respect from management, and freedom to take action without reprisal, which increases productivity and service levels (Macy, 2009:12-13). Unfortunately, despite this conceptual ideal, contemporary research and practitioner studies continue to demonstrate that there is a lacuna between the theory of employee engagement and the reality of it in day-to-day businesses. According to a recent report, The State of Employee Engagement, published by Smith and Henderson, only one third of businesses focus
The CIPD defined well-being as the process of “creating an environment to promote a state of contentment which allows an employee to flourish and achieve their full potential for the benefit of themselves and their organisation” (CIPD, 2016:4). It is acknowledged that management style and organisational culture have a massive impact on the employees’ health and well-being. Moreover, the relationships between line managers and team members are the most significative in the employees’ working lives. Although improvements in employee well-being at work are good for organisation’s performance, some challenges may raise when profit-focused and sceptical managers are asked to invest in it (Warr, 2009).
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
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...
Based off of the gratification an individual contains towards their work is job satisfaction. 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 of job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field effects the performance they perform on a daily basis. One who is satisfied with the job they maintain, succeed at what they do. “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
He also incorporated the measure of individual-level happiness of employees which could include work engagement, job satisfaction, and organizational commitment. Fisher (2010) particularly looked into how happiness is influenced by both short-lived events and chronic conditions in the task, job, and organization in the workplace. Happiness is also influenced by stable attributes of individuals such as personality, as well as the fit between what the job and organization and also provide and the individual’s expectations, needs and preferences (Fisher, 2010). In order to implement Positive Psychology, an organization has to take into account that their employees have different personalities and that their expectations and needs differ from one another. Every person is going to react and respond differently due to their differences in personality, so organizations must take this factor into account when creating interventions to increase happiness levels in their employees. Employees can also find happiness in engagement to their role as well as how satisfied they feel with their job. An organization can increase their employees’ happiness levels by making sure their employees actually enjoy their job. If an individual finds enjoyment