01. Employee Engagement
In present
organizational context employee plays a vital role and contemporary organizations
should consider them as an asset instead of direct cost (Beer et al, 1984). Further Boxall
and Purcell (2016) discuss that Human Resource is dynamic and unique resource
it varies person to person
therefore it must be managed very carefully further he explains Human Resource
is very sensitive and reacting to either positively or negatively to the way of
managing it. Therefore it is very
important to recognize of people and invest in them as a source of ‘human
capital advantage’ rather than applying cost cutting initiatives (Boxall and
Purcell, 2016).
In contemporary
organizations Strategic Human Resource Management (SHRM) mainly focuses on
following themes (Itika, 2011).
•
Strategic
resourcing and talent management
•
Learning
and Development
•
Employee
Relations
•
The
Design of Work
•
Rewards
and Employee Engagement
•
Organisational
Culture
•
Ethics
and HRM
•
Managing
Diversity
•
Change
Management
Human Resource
Management in a contemporary organization is built on these theories and each
of them are equally important and failure of one area may be cost failure of
whole organisation (Itika,
2011). Among these themes Employee relation plays vital
role in SHRM because as per Daniel (2003) “If relationships are strong, then employees
are more likely to be satisfied with their jobs and more productive as a result”
(Daniel, 2003, p. 56) according to Daniel (2003) final outcome of a succeed employee
relationship is having a highly engaged workforce. Engaged employees are always
satisfied with their job and will stay with the company for
long time and they always look for new effective ways of value addition to the organization
therefore the end result is a high performing company where people are flourishing and productivity is increased and sustained (Catteeuw et al., 2007).
As per Catteeuw
(2007) defining only satisfaction and long term employment will not meet the
Employee Engagement threshold but most important criteria is looking for new
effective ways of value addition to the organization. In Sri Lankan
Public-sector organizations above two criteria of Long term employment and employees satisfaction can be seen
abundantly but value addition to the organisation cannot be seen. As an example
Ceylon Electricity Board (CEB) Employees have satisfaction with their jobs
because relatively their salary scales are higher than other government
organisations and they have relax working environment due to plentiful number
of workforce. Further they are having good recognition within the society as
well. However, these employees are not actively engaged contributing little
value to the development of the organisation. Therefore Customer Loyalty, one
of main outcome of an Employee engagement cannot be seen towards these
organisations.
Kahn (1990) defines Employee Engagement as “the harnessing
of organization members’ selves to their work roles; in engagement, people
employ and express themselves physically, cognitively, and emotionally during
role performances” (Kahn,1990, p.694). Further Saks (2006) says it is not merely
an attitude but it is degree to which an individual is focused to their work
and become success of their role. Employee Engagement shows the level of
commitment and involvement of an employee towards their organization and its
values. Engaged Employee is having positive feelings toward his work, find
their work to be personally meaningful and manageable, and he has the confidence
about the future of his work (Saks, 2006). Kenexa Employee Engagement Index
shares four emotional states which an actively engaged employee is having as
follows (Kenexa, 2008),
1. I am proud to work for my organization.
2. Overall, I am extremely satisfied with my
organization as a place to work.
3. I would gladly refer a good friend or family
member to my organization for employment.
4. I rarely think about looking for a new job with
another organization.
According to the Karsan
and Kruse (2011) Employee Engagement is the level of employees’ motivation to
contribute to organizational success and are willing to apply unrestricted
effort to accomplishing tasks on achievement of organizational goals. Further they
reveal that employee engagement can be measured and it is a combination of pride,
satisfaction, advocacy, and retention
(Petracoach,2017)
2.2.
Not Engaged Employee
(Source: Insync Surveys, 2012)
4.2. Employee Retention
(Source: Insync Surveys, 2012)
4.3. Customer loyalty
05. Strategies to Build Employee Engagement
07. Conclusion
02. Level of Engagement
Employees can be
categorized according to their level of engagement mainly in to three groups (Allen,
2014),
2.1.
Engaged Employee
Engaged employees are
always passionate about their work and always helps organization to grow
through innovations. They always try to achieve targets and focused towards
their goals they want to know the desired expectations. They highly concerned
about both company and their place in it. Their performance is at a higher
level, and wants to use their talents and strengths at work every day. engaged employees work with passion and feel a profound connection to their company.
They drive innovation and move the organization forward. (Gallup,2006)
Not-engaged employees
are more focused on completing their task or achieving their own goals rather
than achieving organization’s common goals. They always think they are not
recognized and their contribution and potential are being ignored. This type of employees don’t have good
relationship with rest of team members such as subordinates, peers and
superiors. Not
engaged employees are essentially ‘checked out’. They’re sleepwalking through
their workday, putting time – but not energy or passion – into their work.
(Gallup, 2006)
2.3. Actively
Disengaged Employee
These employees are
called "cave dwellers”. They are consistently against everything and are
always unhappy with the job. They always try to create problems among the team and
cause damage to the organization by creating problems and tensions Actively
disengaged employees aren’t just unhappy at work; they’re busy acting out their
unhappiness. Every day, these workers undermine what their engaged co-workers
accomplish. (Gallup,2006)
03. Characteristics of engaged
employees
3.1. Always recommend existing company
to others as good place to work.
Gain a good sense of someoneʹs engagement by asking a simple question,
would you recommend Barclays as a good place to work?’ (Barclays, 2008).
would you recommend Barclays as a good place to work?’ (Barclays, 2008).
3.2. Always happy to stay with a team and involve in team activities
Dell refers to being engaged as‘giving time and talent to team building activities’
(Dell, 2008).
3.3. Committed
to work by own willingness
Vodaphone defines employee engagement as ‘an outcome “measured or seen as a result
of people being committed to something or someone in the business a very best effort that is willingly given” (Suff, 2008).
3.4. Long term employment
Engaged employees will stay with the company longer and continually find
smarter, more effective ways to add value to the organization(Catteeuw et al., 2007).
3.5. Motivated
Engaged employees are satisfied with their jobs, feel valued, and experience collaboration and trust (Catteeuw et al., 2007).
3.6. Better
Understanding on Company Vision and desire to have continuous personal
improvement.
Nokia Siemens Networks define employee engagement as “an emotional attachment to the organization, pride and a willingness to be an advocate of the organization, a rational understanding of the organizations strategic goals, values, and how employees fit and motivation and willingness to invest discretionary effort to go above and beyond” (Nokia Siemens Networks, 2008).
Nokia Siemens Networks define employee engagement as “an emotional attachment to the organization, pride and a willingness to be an advocate of the organization, a rational understanding of the organizations strategic goals, values, and how employees fit and motivation and willingness to invest discretionary effort to go above and beyond” (Nokia Siemens Networks, 2008).
04. Impact of Employee Engagement
Bakker and Leiter
(2010) state that actively engage workforce gives positive organizational
outcomes on following areas,
4.1. Employee productivity
High level of
engagement helps employee to improve his/her innovative thinking. According to
the Lockwood (1997) high level of engagement helps employees in taking
initiative and pursuing learning goals. Engaged employees develop new ways and
means to improve the organization’s performance levels and go extra mile. Main
reason for this behavior is engaged employees are motivated with their job and
are more committed to the organization (Schaufeli and Salanova, 2007). They
always go beyond the job description and very enthusiastic at work. Highly
engage employees are hunger for achieving challenging goals, and the urge to
succeed therefore such employees are ready to change and arrange their job according
to the changing work environment (Bakker and Leiter, 2010).
Figure 1.0: Employee engagement and
employee productivity
4.2. Employee Retention
Employee engagement leads
high employee retention within the organization mainly due to two reasons those
are high level of motivation and Low level of working stress. Perrin (2003) has found that around 66% of highly engaged employees had no plans to
leave their job.
Figure 2.0: Employee Engagement and
employee retention
4.3. Customer loyalty
The study by Salanova
et al. (2005) has identified positive influence of employee engagement over
service climate. As per Saks (2006) Engaged Employee is having positive
feelings toward his work, find their work to be personally meaningful and
manageable, and he has the confidence about the future of his work (Saks, 2006)
this attitude influences the quality of their work and the satisfaction and
loyalty of their customers.
Figure 3.0: Employee Engagement and
Customer Loyalty
(Source:
Insync Surveys, 2012)
4.4.
Organizational performance
Studies have observed
correlation between employee engagement and organizational performance
outcomes. Highly engaged employees are always cause to increase the revenue and
profitability of the company. Gallup
research found that higher employee engagement results higher earnings per
share of publicly-traded businesses. (Gallup, 2004 cited in Ott, 2007)
Report of Hewitt
Associates (2004) discussed about three general behaviors of engaged employee
which improve organizational performance regularly.
·
Say - the employee advocates for the organization to co-workers, and
refers potential employees and customers
·
Stay - the employee has an intense desire to be a member of the
organization despite opportunities to work elsewhere
·
Strive - the employee exerts extra time, effort and initiative to
contribute to the success of the business
Figure 4.0: Employee Engagement and
Organizational Performance
(Source:
Insync Surveys, 2012)
05. Strategies to Build Employee Engagement
In order to gain
maximum employee engagement researchers are proposed several strategies. All
these strategies are based on four major principles (Kulkalyuenyong, 2016).
These principles include,
5.1.Employee involvement and participation
5.2.Employee career development.
5.3.Employee recognition and rewards
5.4.Internal communication between management and employees
Many Characteristics of
actively engaged workforce discussed in section
3.0, “Characteristics of engaged employees” can be seen in the staffs who
are working for blue-chip multinational companies such as Nestles, Toyota and
Fonterra. Because these organizations profoundly follow above strategies to
improve the engagement level of the employees.
5.1.
Employee Involvement and Participation
According to Lawler
(1986) Employee involvement and participation refers to extent to which
allowing employees to participate in managerial decision-making and suitable improvement
activities in the organization. Further Ledford (1993)
has identified four key strategies for Employee Involvement and Participation,
- Educate employees on organization’s vision, mission, performance, plans, goals, and strategies
- Train them to improve leadership skills, analytical skills, team work and problem solving.
- Design best rewarding and recognition system which influence employees to get more responsibility and ownership on duties and responsibilities that they are handling.
- Power sharing, assign both authority and responsibility for decision making on operational activities.
5.2.
Employee career development.
Both
employee and organization are benefited from career development and it is
equally important to both parties. Because this helps to realize full potential
of employee as well as the organization and further it helps stretch to the
maximum (Armstrong, 2001). Career Counselling and Training programs are the
main components of career development.
5.3.
Employee recognition and rewards
Rewarding
and recognition mainly focus on motivating employees, increasing job
satisfaction and enhancing employee loyalty.
Increases in pay,
Promotions and performance rating, Special recognition, Employee Benefits and
Services and Team rewarding are the main strategies come under Employee
recognition and rewarding (Kulkalyuenyong, 2016).
5.4.
Internal communication between management and employees
This is an art which
helps educate employees on organization’s vision, mission and goals as well as
get ideas of the employees for the well-being of the organization. As per Welch
and Jackson (2007) internal communication helps to improve employee loyalty. Internal
communication has four dimensions such as communication frequency, appropriate
channels, sharing of information, and communication quality(Johlke and Duhan,
2000).
At present, internal
communication has been identified as significant practice. In contemporary
organizations such as Business Process Outsourcing organizations (BPO),
Software Development companies and Audit firms arrange their office locations
to avoid all the barriers relating to internal communication. These
organizations never separated managers and subordinates at the office. All
employees are work in same working area and separated cubicles and chambers are
now become outdated.
06. Employee Engagement in Global Context:
Reasearch Findings
6.1.
Gallup study (2004)
Gallup studies have
found the levels of engagement of developed Asian and Australian Continent countries
Australia 18%, China
12%, Japan 9%, New Zealand 17% and Singapore 9%. .
6.2.
Towers Perrin Survey in 2003, 2005, and 2007 (Gebauer and Lowman, 2009).
The survey used data
collected from more than 85,000 employees from 16 countries.
Towers Perrin Survey
findings can be summarized as follows,
Overall 24% of
employees worldwide were disengaged, 62% of employees were moderately engaged,
and Only 14% of employees were considered to be highly engaged.
Country wise
percentages of highly engaged workforce,
Mexico (40%) ,Brazil (31%) , United States (21%)
,Canada (17%) , Europe (11%) .Asia (7%).
6.3. Aon Hewitt survey - 2017 Global Engagement Trends
Every year, Aon Hewitt
measures employee engagement for more than 1,000 organizations around the
globe. This study has been conducted using data from more than five million
employee responses in 2015 and 2016 . The responses come from organizations
with as few as 100 employees to the most complex organizations with hundreds of
thousands of employees. More than 60 industries are represented in the study. In
addition to measuring employee engagement, this study also measures 15 work
experience dimensions: Employee Value Proposition (EVP), Reputation, Career
Opportunities, Collaboration, Diversity and Inclusion, Empowerment/ Autonomy,
Enabling Infrastructure, Learning and Development, Manager, Performance
Management, Rewards and Recognition, Senior Leadership, Talent and Staffing,
Work Fulfillment, and Work/Life Balance( Hewitt, 2017).
Key
Findings:
(Source:
Aon
Hewitt survey, 2017)
07. Conclusion
Current business
environment is very turbulent and dynamic. Today’s technology may not help for
tomorrow. Due to the rapid changes in customer demands and other macro
environment factors (PESTEL & SWOT) Today popular products and services
may outdated tomorrow. Because of this consistent change, an organization can’t
keep competitive advantages over long time since it can be either copied or
obsolete. But having engaged employees may be a key to competitive advantage.
They always deliver more than the job description and prepared to change.
Engaged employees are having proper knowledge on company vision, Mission &
Goals and they are always working with innovative thinking. Therefore engaged
employees can bring organization forward and ensure achieving its vision. Organization
also should invest more on Building Employees Engagement. Discover and apply
more strategies covering the principles of Employee involvement
and
participation, Employee career development, Employee recognition and rewards
and Internal communication between management and employees will be key to
success.
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Hi Suresh, your blog content provides end t end connection of employee engagement and it's impact on organizational performance.As per the Vidoe Clip you have included if, 70% of employees are disengaged & do not provide their 100% to the company.According to my opinion, superior's role is vital to correct this repercussion. Engaged employees have much smoother relationship with their superiors compared to the disengaged ones (Van den Broeck et al, 2008) as they encourage unity and embrace team-spirit (Hallberg, 2007). This is where the leadership skills of the superior should emerge to convert the disengaged employees to engaged employees.
ReplyDeleteI totally agree with you Akila. Managers/superiors have big role to play on employee engagement this was highlighted by Arakawa and Greenberg (2007) according to them employee's manager is the most influential individual in an employee's working life, same idea was established by Kruger & Kilhan (2005) who also advocate that managers greatly influence engagement. Therefore It is clear that superiors ability to influence employee engagement is at a greater extent.
DeleteHi Suresh, In your blog it is clearly identifies the importance of employee engagement to an organisation for a better commitment and performance. According to John Purcell (2013: 247) ‘Employee engagement is worth pursuing, not as an end in itself, but as a means of improving working lives and company performance’.
ReplyDeleteTherefore CIPD (2012: 1) noted that: Engagement is not about driving employees to work harder but about providing the conditions in which they will work more effectively – it is about releasing employees’ discretionary behavior.
Yes Lasitha, I am with your argument working condition is very critical to an organizational performance and According to Anitha (2014) work environment is a factor that can be used to determine the level of engagement for each employee working in the organization. Therefore employee engagement in the organizations have focused more on improving working conditions of employees because it has direct impact on its performances. Studies by Miles (2001) and Harter et al (2001) found that various aspects of work environment can result in various levels of employee engagement.
DeleteEmployee is a valuable asset to the organization, I accept that idea which taken from your blog. Yes the employees should engage in a positive manner for the betterment of the organization. I agree with you, Yes an engaged employee will always deliver more than the job description. The organizational environment needs to be prepared for a better employee engagement. According to Robinson (2006) the organizational environment needs to be created with positive emotions such as involvement, pride and encouragement. These factors need to be there to experience a better employee engagement.
ReplyDeleteYes Vayanga, organizational environment is very important for employee engagement as per Kahn (1990) supportive environments allow members to experiment and to try out new things and even fail without fear of the consequences. Further Popli & Rizvi (2016) and Anitha (2014) confirm that meaningful workplace environment is considered a key determinant of employee engagement.
DeleteSuresh, Super job explaining how Employee Engagement is vital to Companies, and why employee engagement can’t be forced. You’re right, it’s not a causal relationship, perks and engagement. People generally tend to act based on intrinsic motivation, so creating an environment in which they want to engage is crucial. No organization can expect engagement if they’re not willing to make investments in those things. Once companies define engagement, they can start working on an employee engagement strategy. The goal of an employee engagement strategy isn’t to get rid of disengaged employees. Hate to say it, but when two out of three employees are disengaged, that’s not practical. Organizations can’t afford it (Sharlyn 2017)
ReplyDeleteThis comment has been removed by the author.
DeleteYes Cristal your view is true nearly 60%-70% of employees are not actively help to run an organization properly. But real danger is not this As per Gallup study (2004) and (Gebauer and Lowman, 2009) when it comes to Asia, where we are living, actively engage employee percentage is below 10%. So imaging how we could bring our companies forward.
DeleteHi Suresh, you have well explained the Employee Engagement and its impact to the organization. Employee engagement can be considered as a strategic tool to enhance performance and employee engagement improves employees’ and organizations’ competitiveness. Employee engagement includes social, intellectual and emotional engagement in the work and work environment at large and these are the different dimensions of employee engagement (Jha and Kumar, 2016). Hence, employee engagement should be viewed as an important strategy involving all the levels of organization (Frank et al, 2004).
ReplyDeleteYes Dinuka as you correctly said Employee engagement is not only for organization, but it help employees in many aspects by helping their innovative thinking Lockwood (1997) and providing better working environment (Anitha,2014). Further it helps employee Work-life balance as well (Baral & Bhargava,2010)
DeleteHi. Suresh, you have well delineate a popular subject area in your blog. Moreover I will append this too. It is a distinctive salient feature that management influence on employees for positive engagement. As Ott et al. (2007) illustrates reputation and ability to select the right people at right time brings right people into the organization with the potential to be highly engaged in their work. Therefore positive relationship between a manager and employee is a crucial driver of engagement and satisfaction with the organization.
ReplyDeleteYes samanthi, positive relationship between a manager and employee is a crucial driver of engagement. As per Abraham (2012) fair treatment invokes trust from employees and is a key element in Employee Engagement. As per Welch and Jackson (2007) internal communication, which is between superiors and subordinates, helps to improve employee loyalty.
DeleteDear Suresh, well illustrated writing on Employee Engagement.
ReplyDeleteIt further explains the concept of employee work engagement to which workers are implicated with, committed to and passionate about their work. It provides a contemporary issues on how to measures and promote employee engagement, the role that mental health may play, and corporate case studies on promoting engagement. It has examined the concepts of employee engagement (Bhavani, Sharavan and Arpitha, 2015)
You are correct Ruwani Employee engagement is difficult to measure because as per Kahn (1990) in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. Physical activities can be measured to some extent but measuring others are challenging
DeleteAgree with the content. Could consider & recommend as a better reading material to understand the rationale behind employee engagement as well as its outcomes. Out of three employee categories highlighted in the blog, the role of HRM is to convert Disengaged and Actively Disengaged employees in to Engaged Employees yet a toughest task. It is essential to identify why they have become disengaged & appropriate measures could be taken thereupon. According to Cataldo (2011) disengaged workers may have been actively engaged workers at one time & became disengaged because of a lack of career growth or promotion, a perception of salary inequity, job dislike, or distrust in their direct manager and senior management. If we are able to provide acceptable solutions, there is a higher possibility in transforming such employees as Actively Engaged.
ReplyDeleteI agree with you Amal. to over come this challenge employers must were formulate strategies on these principles, such as Employee involvement and participation,Employee career development, Employee recognition and rewards, Internal communication between management and employees (Kulkalyuenyong, 2016)
DeleteGood job done Suresh. Your blog well explains importance of employee engagement. Thayer (2008, p. 74) who agrees that the concept of employee engagement is rapidly gaining popularity, use, and importance in the workplace and that by identifying the factors that can increase employee engagement, employers can make strategic adjustments within their organizations to create a positive psychological climate for employees.
ReplyDeleteYes Gayani, current business environment is changing rapidly therefore only competitive advantage can be retained is only engaged work force. because they are the people Who can bring the organization forward. as per Bakker and Leiter (2010) Highly engage employees are hunger for achieving challenging goals, and the urge to succeed therefore such employees are ready to change and arrange their job according to the changing work environment.
DeleteDear Suresh, very impressive Blog assignment and fruitful to read. You blog article emphasize many dimensions of the subject and critically connect each other with valid remarks. In your blog Strategies to Build Employee Engagement is very well covered and clear to understand the contents.
ReplyDeleteI would like to further add to you that most often employee engagement has been defined as emotional and intellectual commitment to the organization (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary effort exhibited by employees in their job (Frank et al 2004). Wish you all the very best Suresh.
Thank you Shiran, Same view has been confirmed by Kahn (1990) he also defined engagement in terms of a psychological state as ‘the harnessing of organisation membersʹ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances’ (p. 694).
DeleteEmployee engagement is one of the common approaches that is been spoken of with regard to organizations productivity and performance. In any organization's productivity and performance are determine by the level of employee engagement towards its organization's objectives. Kompaso and Sridevi,(2010). the blog critically discusses the facts with detail statistics that are truly relevant to the topic in a comprehensive state.
ReplyDeleteYou are Correct chaminda, Gallup research (2004) found that higher employee engagement results higher earnings per share of publicly-traded businesses. Further Schaufeli and Salanova (2007) discuss engaged employees are motivated with their job and are more committed to the organization. therefore it is clear that engaged employees help to improve organization's productivity and performance
DeleteEmployee Engagement has become a buzz word in management circles, mainly due to its attractiveness as a tool in getting work done. Job well done Suresh, find it interesting as there is a continuous flow to your blog. However additional piece of knowledge from (Vance, 2006) which outlines ten ways of measuring Employee Engagement in a more straight forward manner –
ReplyDelete1. Pride in employer
2. Satisfaction with employer
3. Job satisfaction
4. Opportunity to perform well at challenging work
5. Recognition and positive feedback for one’s contributions
6. Personal support from one’s supervisor
7. Effort above and beyond the minimum
8. Understanding the link between one’s job and the organization’s mission
9. Prospects for future growth with one’s employer
10. Intention to stay with one’s employer
Very important and valuable findings Bernadine, Kenexa Employee Engagement Index also shares four emotional states which an actively engaged employee is having as follows (Kenexa, 2008),
Delete1. I am proud to work for my organization.
2. Overall, I am extremely satisfied with my organization as a place to work.
3. I would gladly refer a good friend or family member to my organization for employment.
4. I rarely think about looking for a new job with another organization.
Hi Suresh. You have perfectly identified the importance of employee engagement to an organisation. Furthermore, whilst it is acknowledged that employee engagement has been defined in many different ways, it is also argued the definitions often sound similar to other better known and established constructs such as ‘organisational commitment’ and ‘organisational citizenship behavior’ (OCB) (Robinson et al 2004).
ReplyDeleteyes Mohan this also popular Alternative expressions to employee engagement
Deleteand some scholar have defined Employee engagement simply as follows too,
Most often employee engagement has been defined as emotional and intellectual commitment to the organisation (Baumruk 2004, Richman 2006 and Shaw 2005)
Frank et al (2004) says it is the amount of discretionary effort exhibited by employees in their job
Hi Suresh , Your blog show why important employee engagement to the organization . So Employee engagement goes beyond activities, games, and events. Employee engagement drives performance. Engaged employees look at the whole of the company and understand their purpose, where, and how they fit in. This leads to better decision-making. Organizations with an engaged workforce outperform their competition. They have a higher earning per share (EPS) and recover more quickly after recessions and financial setbacks. Engagement is a key differentiator when it comes to growth and innovation.Moreover, expectations of employees have changed. Mobile professional careers are much more common than “job for lifers”. Retention of top talent is more difficult than before. A company that has an effective employee engagement strategy and a highly engaged workforce is more likely to retain top performers as well as attract new talent. Successful organizations are value-driven with employee-centric cultures (Leodford , 1993)
ReplyDeleteHi Ajantha I agree with your comment and same views that you have shared such as employee innovation, retention and attraction were assured by some scholars as well. As per Catteeuw et al (2007) Engaged employees will stay with the company longer and continually find smarter, more effective ways to add value to the organization and as per Kenexa (2008) engaged employees are refer others to the organization for employment through that organisation will receive good attraction. Further Lockwood (1997) says High level of engagement helps employee innovative thinking and high level of engagement helps employees in taking initiative and pursuing learning goals.
DeleteHi Suresh , Well descriptive Blog on Employee Engagement . Negative side of engagement is the burnout or disengagement . Burnout is described as a syndrome of emotional exhaustion and cynicism (Maslach and Jackson 1981 cited on Armstrong and Taylor , 2014) . Burnout is caused as a result of high workloads ,high pressure on the employee to perform to achieve unrealistic targets of the organization .
ReplyDeleteYes Kasun Engagement is not about driving employees to work harder but about providing the conditions in which they will work more effectively – it is about releasing employees’ discretionary behavior. (CIPD, 2012).
DeleteHi Suresh, it is clear that you have communicated the theory on Employee Engagement and it is very interesting to read. As I commented in Shantha’s Blog same application should be amended as follows in your blog.
ReplyDeleteAccording to Armstrong (2010, p155) as cited by Murlis and Watson (2001) defined ‘engaged performance’ as ‘A result that is achieved by stimulating employees’ enthusiasm for their work and directing it towards organizational success.
I am commenting on this extract from in such a way, that employee engagement for organizational success should be well define. So you may have to comment on which type of methods we can use.
''KAIZEN projects which is well known as small improvement activities will be the most effective ways for organizational success and Improvements. It was the story behind the Japan success and how they achieve their targets in a small lead time. So your blog will be more enriched with this argument. Also cross functional teams and small overlap team method also a very best way of employee engagement.
in any organisation key to success is attracting customers and retain them. therefore as you requested best method is improve the customer loyalty through employee engagement. As per Saks (2006) Engaged Employee is having positive feelings toward his work, find their work to be personally meaningful and manageable, and he has the confidence about the future of his work, this attitude influences the quality of their work and the satisfaction and loyalty of their customers.
DeleteEmployee engagement at full tilt is when the emotional contract is intact and the organization produces the ultimate results which you have very well detailed, Suresh. However, for the worker or the workforce to be totally dedicated is something that comes from within, though could be influenced by internally and externally gratifying avenues proposed by Motivational theories. Abraham Maslow debates that motivation could be a realized phenomenon, when it is approached in terms of a ‘Hierarchy of Needs’ in the following order, Physiological, Safety, Love, Esteem and Self -actualization (Bagozzi et al, 2003).
ReplyDeleteI agree with you saliya. Futher Kulkalyuenyong (2016) discussed following principles which were recognized as influencing factors for employee engagement, such as Employee involvement and participation,Employee career development, Employee recognition and rewards, Internal communication between management and employees
ReplyDeleteHI SURESH
ReplyDeleteEmployee commitment is a comparatively wide concept, directly related to enthusiasm, which gives a useful focus for people supervision strategy. However, dimensions of employee engagement can be challenging, as they often try to condense too much. Rather than a single score metric, it’s better to use a range of specific relevant metrics as these will be more enlightening and actionable.
Yes Shantha it is valid point, I think Hewitt Survey (2017) covers this. In addition to measuring employee engagement, this study also measures 15 work experience dimensions: Employee Value Proposition (EVP), Reputation, Career Opportunities, Collaboration, Diversity and Inclusion, Empowerment/ Autonomy, Enabling Infrastructure, Learning and Development, Manager, Performance Management, Rewards and Recognition, Senior Leadership, Talent and Staffing, Work Fulfillment, and Work/Life Balance.
DeleteHi Suresh this is a nice read, By focusing on engagement you move away from the traditional approach of HR management (HRM) where employees are seen as a cost and need to be controlled and rewarded. The challenge for companies seeking to improve engagement levels is to determine the unique elements of the work experience that are most likely to influence engagement in the country or region in which they operate(Cook, 2008).
ReplyDeleteYou are correct Sheriff, Organizations should identify employees as an asset instead of cost (Beer et al, 1984). Further Boxall and Purcell (2016) discuss the importance of recognizing of people and investing in them as a source of ‘human capital advantage’ rather than applying cost cutting initiatives.
ReplyDeleteThere is an increasing awareness that employee engagement is pivotal to successful commercial and business performance, where engaged employees are the ‘backbone of good working environments where people are industrious, ethical and accountable’ (Levinson, 2007a; Cleland et al, 2008).
ReplyDeleteEngagement can affect employees’ attitudes, absence and turnover levels and various studies have demonstrated links with productivity, increasingly pointing to a high correlation with individual, group and organisational performance, a success measured through the quality of customer experience and customer loyalty
Yes Dilshani, same view was establishe by Bakker and Leiter (2010) and said that actively engage workforce gives positive organizational outcomes on Employee productivity and the Organisational performance
ReplyDeleteFurther Saks (2006) says Engaged Employee is having positive feelings toward his work, this attitude influences the quality of their work and the satisfaction and loyalty of their customers
@Suresh Rodrigo As it for an organization, profitability and brand equity is a significant favorable end result. Mostly depended on customer satisfaction either internal or external. Further studies into “employee engagement” has revealed that to reach service excellence in any field, The front line has to be motivated to deliver the organization’s mission without a compromise. Work – Family imbalance been one of the challenges the researches have identified which have a higher tendency to exhaust employees. As a result, less motivated, frontline delivering a bad reputation for the organization. Improper employee engagement strategy, which lacked attention to all facets, was highlighted as a improvement area (Karatepe & Tekinkus, 2006).
ReplyDeleteEmployee engagement is the burning topic for any company during the globalized era. Engaged employees incline to contribute more of organizational productivity. It also supports in maintaining a higher level of commitment.According to Robinson (2006), employee engagement can be achieved through the creation of an organisational environment where positive emotions such as involvement and pride are encouraged, resulting in improved organisational performance, lower employee turnover and better health.
ReplyDeleteOrganizations have come to realize that in today’s constantly changing business scenario, the most valuable resource that needs to be leveraged is human resource.
ReplyDeleteThis means not just attracting the best and retaining them but keeping them motivated and committed to achieving the organization goals.
An engaged workforce produces better business results, does not hop jobs and more importantly is an ambassador of the organization at all points of time. This engagement is achieved when people consider their organization respects their work, their work contributes to the organization goals and more importantly their personal aspirations of growth, rewards and pay are met.Understanding employee engagement drivers, measuring and enhancing engagement offers promise of better business performance by ambassadors of the organization who work like entrepreneurs and help sustain organization growth through innovation and lower employee turnover(Management Study Guide Content Team).
Hi Ruwanga,
DeleteI agree with your comment, Further, Hewitt Associates (2004) discussed about three general behaviors of engaged employee.
Say - the employee advocates for the organization to co-workers, and refers potential employees and customers
Stay - the employee has an intense desire to be a member of the organization despite opportunities to work elsewhere
Strive - the employee exerts extra time, effort and initiative to contribute to the success of the business
Hi Suresh, I am 100% agree with the statement "engaged employees can bring organization forward and ensure achieving its vision" because Employees are critical assets for an organization and when employees are disengaged they do not fully contribute to the organizational success.This historical perspective of employee engagement is an attempt to put a foundation under a concept that has potential to improve the lives of individuals in organizations.
ReplyDeleteToo many people go to work every day actively disengaged from their work (Harter et al., 2002). For human resources in organizations to contribute productively and even passionately to the success of their organizations is an outcome that every HRD practitioner and scholar has concern for(Shuck and Wollard,2010).
Hi Maheshika, according to Marrelli, (2011), this how engaged employees bring organization forward, Do their best every day, Put organizational interests ahead of their own, Are innovative, offering new ideas and suggestions, Are eager to contribute to the organization, Try hard to make the work environment pleasant and respectful.
DeleteDear Suresh, I strongly agreed on your content, according to Robinson et al (2004) employee engagement is all about relationship between the employer and the employee. When employee receiving the expected level of resources from the organization employee will devote them self’s to give their best out comes as much as possible.
ReplyDeleteHi Charith,
DeleteAbove your explanation more relate with the factor of "rewads and recognition" wich is highly influence on increasing employee engagement. According to Saks (2006), when organization compensate the employees on their effort, they feel grateful to repay the employers with excessive level of engagement and expected to be in good quality relations with their organizations.
Hi Suresh, It is well structured blog and very informative and shared Employee Engagement to international statistics. In the global content, the true cost of replacing employees can be twice their base salaries depending on their wage, role and experience. The cost of replacing high performers who often deliver 400 percent more in productivity than their average counterpart can be higher still (Misra, 2018).
ReplyDeleteDear Dharshika,
DeleteFurther to the above, Dube (2010) says following costs also associated with replacing employees, substantial size of replacement costs per recruiting, the large lost happen in the quantity of works, cost on establishment policies and training .
Wonderful post. Thanks for sharing
ReplyDeleteVirtual employee engagement ideas is an online event to engage work-from-home employees in various team building activities and games to boost their morale. These ideas also help in maintaining the balance between social life and the work-life of a remote employee.
Great Info! Virtual Employee Engagement Activities are one of the great ways to improve the relationship between an company and its remote employees.
ReplyDeleteIt's really very informative and wonderful structured blog. You can visit yaksha who offers the Best Effective Employee Assessments solutions
ReplyDeleteGood Post. You can visit techademy.net for bestEmployee Engagement Strategies
ReplyDeleteWonderful blog! Employee engagement is an opportunity for every employee to gather around a big table with colleagues. Due to the current situation, we can't organize these employee engagement events in person. Online employee engagement activities make it possible to connect with remote team employees around the world.
ReplyDeleteAmazing Blog! Are you searching for a monthly engagement calendar? If yes, then you’re in the right place. This calendar is a way to communicate with your employees. It's a great idea to use this as a reminder of all your company events. It includes monthly ideas and activities to enjoy with your coworkers.
ReplyDeleteIf you're looking for an easy way to increase employee engagement and morale, Indoor employee engagement games are a great way to do it. Employees are more engaged, more productive, and more loyal to employers when they're given the chance to have fun.
ReplyDeleteTired of searching for the indoor fun activities for employees? Then we are here to help you. We have one of the best indoor games for office workers who want to build trust, have fun as a team, and accomplish company goals.
ReplyDeleteEmployee engagement plays an important role in the team-building process in the organization, it is more crucial when employees are working remotely. Virtual team building company in US help organizations and companies to create positive and meaningful employee engagement events to boost employees bonding.
ReplyDelete