“Engagement is a fundamental human
need. It is a power that resides in most people, waiting to be unlocked. People
want to be engaged in what they do. If employers build the foundation,
employees will do the rest” (Maylett and Warner, 2014, p.4). Employee
engagement is the motivation and commitment of the staff towards the work of
the organization (Armstrong and Taylor, 2014). Moreover, according to Mathis
and Jackson, (2008), the extent of the employee’s devotion and augmentation
define as employee engagement. As an illustration, the topic can expound as a
conception where the employees are involving by spending time and draw
commitment through willingness (Macey et al., 2009).
Alternatively, employees expect value
and recognition from the employer for the job which they complete. In the event
of such, they work and confident. Nevertheless, employees reach the extra mile
and deliver excellently on job performance (Vans, 2006).
(Source: Blessing White 2013)
References
Armstrong,
M and Taylor, S. (2014) Armstrong's handbook of Human Resource
Management Practice. 13th ed. London, Kogan Page.
Maylett, T
and Warner, P. (2014) Magic Five keys to
unlock the power of employee engagement. Texas, Greenleaf Book Group Press.
Macey, W.
H., Schneider, B., Barbera, K. M, and Young, S. A. (2009) Employee Engagement Tools
for analysis, Practice, and Competitive advantage. West Sussex, Wiley-Blackwell.
Mathis, R.
L and Jackson, J. H. (2006,2008) Human Resource
Management.12th ed. New York, Thomson South-Western a part
of the Thomson Corporation.
Vans, R.J. (2006) Employee
engagement and commitment: A guide to understanding measuring and
increasing engagement in your organization. Alexandria, The SHRM Foundation.
Hi Dishan, A conceptual model of employee engagement, presented by Shuck et al. (2011, p. 429), reveals that three variables, namely job fit, effective commitment and psychological climate are suggested to influence the development of employee engagement.The research surrounding employee engagement up to now proves informative but has focused mainly on how organizations engage their employees.
ReplyDeleteHi Vinalo,
DeleteThe authors have further confronted that job fit, effective commitment and psychological climate are mainly supersede in the culture of the organisation. Hence, the same has been elaborated in the blog by applying for my organisation.
In most organizations around the world the proportion of employee engagement is minimum compared to not engagement and actively disengagement. For example, according to the recent research conducted in United Kingdom only 17% employees are engaged 57% are not engaged and 26% are actively disengaged (Allen, 2014,p.1).
ReplyDeleteIn the context of engage and not engage employees the parameters should be accurate. Government sector employees show low engagement than private sector, as they are not been facilitated with certain decision makings or authority. When staff have no power over the duties they act with lazy and when people are awarded with right power that helps to enhance the organisational performance (Ali, 2016)
DeleteEmployee engagement is a key factor for organizational success. Therefore the organization should focus on the aspect of employee engagement in order to improve organizational performance (Basbous, 2011; Sundaray, 2011). Engaged employees provide a lot of benefits to the organization such as productivity, improved quality, customer care, cooperation among the employees, reduced employee turnover, reduced absenteeism and disputes (Wilson, 2009; Mortimer, 2010).
ReplyDeleteHuman resource system does play a huge part in employee engagement, like staffing, training, and development practices. This will contribute to enhance competitive advantage and potentially maintain the organisation and employee fit (Yupono, 2014).
DeleteHi Dishan,
ReplyDeleteExcept for the facts you have presented, an employee’s perceived organizational support (POS) affects employee engagement which is a classic construct in work relations and is defined as the beliefs that employees possess that their organization values their contributions and considers their well-being (Pati and Kumar, 2010). POS is significant since it influences the quality of the supervisor-employee relationship and predicts employee engagement (Saks, 2006), organizational commitment, citizenship behavior, and retention (Pati and Kumar, 2010). Furthermore, Gillet et al. (2013) found those employees who feel that they are supported by their organization, through recognition and authority, display higher levels of self-determined motivation and work engagement. Hence, employees of organizations that ensure perceived organizational support (POS) are expected to have a competitive advantage over those that do not foster the emotional attachment of their workers (Alvi et al., 2014).
In any organisation's competitive advantage is the well trained and loyalty staff. In order to have such work force it is required to have motivated employees (Wood, 2004)
DeleteWhilst it is acknowledged that employee engagement has been defined in many
ReplyDeletedifferent ways, it is also argued the definitions often sound similar to other better known and
established constructs such as ‘organizational commitment’ and ‘organizational citizenship
behavior’ (OCB) (Robinson et al 2004). Thus Robinson et al (2004) defined engagement as
‘one step up from commitment’. As a result, employee the engagement has the appearance of
being yet another trend, or what some might call “old wine in a new bottle”
Organisational commitment based on the individual staff contribution. When employees are fail to deliver the best will caused to flop the commitment of the organisation (Bose, 2004).
DeleteEmployee engagement is a two-way process- it encompasses not only what organisations can do for employees but also how employees can go extra miles for their employers” (Cai, 2014)
ReplyDeleteCollins (2006) elaborated employee engagement as a win win situation as it helps employer and employee to achieve their own targets.
DeleteFurthermore, for the definition of employer engagement is combination of job satisfaction, motivation and commitment from employee towards the organization Growth. Armstrong (2014).
ReplyDeleteAccording to Paxton (2015) there are two factors which are mainly impact for the engagement of the employees. Those are hygiene and motivation factors. Hygiene factors are also announcing as maintenance factors. The same has been elaborated in my grid.
DeleteHi Dishan, As per Armstrong (2014), to keep the employee’s engagement levels increased, they are needed to be satisfied with the work requirements and meet their personal needs. Therefore, the contents of the job design have to be specified carefully according to meet this requirement. As observed by Wall and Clegg ( 1998, as cited in Armstrong, 2014) the job design has to cover the following aspects to achieve this objective,
ReplyDelete1). Job range – the number of operations employee needs to complete the task.
2). Job depth – the amount of discretion employee has to decide job outcomes and activities.
3). Job relationships – the relationships between employee and their co-workers and managers and supervisors.
In most organisations around the world the proportion of employee engagement is minimum compared to not engagement and actively disengagement. For example, according to the recent research conducted in United Kingdom only 17% employees are engaged 57% are not engaged and 26% are actively disengaged (Allen, 2014,p.1).
ReplyDeleteHi Dishan, To add furthermore to your details, As Stated by Kanh “the harnessing of organizational members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively and emotionally during role performances”(Kahn,1990).
ReplyDelete