EMPLOYEE ENGAGEMENT
Employee engagement can be understood as the degree
to which people are invested in the success of a business. Having engaged
employees means higher levels of productivity, improved retention rates and
ultimately a boost in our bottom line .The real describe of employee engagement is ambiguous between both academic researchers and
among practitioners who use it in conversations with clients. We show that the
term is used at different times to refer to psychological states, traits, and behaviors
as well as employees antecedents and outcomes (Macey,2008).
Employee
engagement is a vast construct that touches almost all parts of human resource
management facets we know hitherto. If every part of human resources is not
addressed in appropriate manner, employees fail to fully engage themselves in
the employers’ job in the response to such kind of mismanagement. The construct
employee engagement is built on the foundation of earlier concepts like job
satisfaction, employee commitment and Organizational citizenship behavior.
Though it is related to and encompasses these concepts, employee engagement is
broader in scope (Sridevi,2010).
According to Saks, (2006) employee engagement has become an important topic
in recent years. However, employee
engagement has rarely been
studied in the academic literature and relatively little is known about its
antecedents and consequences. This is the first study to make a distinction between job
and organization engagement and to measure a variety of antecedents and consequences
of job and organization engagement. As a result, this study addresses concerns
about that lack of academic research on employee engagement and speculation
that it might just be the latest management fad (Saks,2006).
Poor
workforce engagement can be detrimental to organizations because of the ensuing
decrease in employee well-being and productivity. A sample of 216 health care
employees from the United States, Canada, and Japan completed an online survey.
Regression results suggested that psychological workplace climate was
significantly related to each outcome variable; engagement moderated relations
between workplace climate and each of the four dependent variables. ANOVA
results revealed that high engagement group employees demonstrated higher psychological
well-being and personal accomplishment, whereas low engagement group employees
exhibited higher emotional exhaustion and depersonalize (Shuck and Reio,2014).
The
term employee engagement has gained considerable popularity in the past
20 years yet it remains inconsistently defined and conceptualized. Although
much has been written on the subject, little rigorous academic research has
been done. This gap has resulted in a disjointed approach to understanding and
developing strategies around employee engagement within organizations. This
article explores the development of employee engagement through a historical
lens using an integrated literature review to define and situate the concept within
the HRD field by systematically reviewing and organizing literature across
various disciplines and fields of study. Seminal works on the topic were
identified and reviewed to gain an understanding of the topic’s development. A
working definition is proposed and implications for theory, scholarship, and
organizational practice are discussed (Shuck,2009).
Figure
1.0: Main Four elements of employee engagement
(Source
: Juneja, 2018)
Employee
engagement consists of four main features as per figure 1.0. To achieve high results all the four key elements
should be link together. Namely Commitment, Loyalty ,Motivation and Trust. We
work for a leading commercial bank in country and the bank tries to achieve
these four dimensions in figure 1.0 through the seven areas as stated below.
1. Give employees a sense
of purpose
One
of the critical drivers of employee engagement is employee’s sense of purpose
in an organization.
Companies
will us the vision statement, mission statement and values to communicate the purpose.
Banks Vision : To be the acknowledged leader and chosen partner in providing financial solutions through inspired people.
Banks Mission : Combining entrepreneurial spirit with empowered people and leading edge technology to constantly exceed stakeholder expectations.
Values………….
- Treasure professional & personal integrity at all times
- Demonstrate mutual respect in all our interactions
- Passionate in everything we do
- Committed to being customer orientated
- Courage to change, challenge and be different
- Demonstrate unity in diversity
2. Involve employees in the creation of strategy related to Bank’s objectives
Allowing
employees to be a part of the strategy creation process in relation to the jobs
can go a long way in improving employee engagement. When people feel like
employees have a measure of control in the work executed by the employees, and
experience higher levels of accountability and ownership over the jobs and
goals. The strategy creation process is a two way process through the
organization. Hence, employees at every layer play a part in the creation.
Managers, once given the strategic objectives and KPIs, should sit with the
employee’s teams and create strategies with all who will be involved in the
execution process.
3. Clearly defined roles and responsibilities
People should
know exactly how people work contributes to the bigger picture. A clear
understanding of the alignment between peoples work and top level company goals
is the key. Employees are then able to see the work contributes to the overall
purpose and this places importance on the stipulated job and increases employee
engagement.
The steps
below are simple efforts to ensure all employees have clearly defined roles and
responsibilities:
Write out a clear job description for each employee
Outline the rights and the decision making scope of the role
Clearly define the goals and objectives the role should achieve
4. Opportunities for growth
Providing bank
employees with opportunities for growth instills a confidence that hard work
will pay off. The chance to continually grow and develop keeps employees
engaged with the work. If employees aren’t given the opportunity to rise and
grow, engagement will fade and will result employee turnover. Employees who
feel underused and restricted in applying the employees skills and abilities
will quickly look elsewhere for opportunities. For this reason, it’s important
to create and offer your employees opportunities for growth.
At the bank
performance appraisals address the following Succession planning discussions
with employees. Employee satisfaction with the members current roles and on how
to improve satisfaction, Provide bank employees with necessary resources and
improve two-way communication mapping out plans of progression and regular checks
on KPIs
5. Communication
The banks
environment fosters good communication to increase the likelihood of employee
engagement. When employees receive clear and consistent communication it allows
them to feel valued. Employees are being kept in the loop, and are privy to
information required to successfully complete the job. People respond well to
the feeling of importance and being valued. As a result the employees have
increased levels of motivation and engagement in them self-work.
6. Recognition and reward
Recognition
and reward is a fairly common practice at the Bank and a well known motivator
of employee engagement in organizations. When an employee is rewarded and
recognized, they feel valued. When employees excel at the dedicated job and are
praised for employee’s efforts, a level of importance flows through to the
role. This all creates an environment ripe to increase employee engagement. Both
monitory and non monitory awards are given by the bank at regional level and
national level.
7. Positive relationships
The positive
relationships created among employees have positive effects. Help build
emotional bonds that generate positive feelings towards the organization.
CONCLUSION
When
considering the above suggest the employee engagement is a critical element in
the current economic society. Organization leaders may focus on this area and
practice positively and see the outcome of the employees as well as company
bottom line results. Employee engagement using the above 7 step process as
practice in the Bank will lead to employee engagement and subsequently lead to
organization success.
List of reference
Alan
M. Saks, (2006)
"Antecedents and consequences of employee engagement", Journal of
Managerial Psychology, Vol. 21 Issue: 7, pp.600-619,
Brad Shuck, Thomas G. Reio, Jr,(2014)“Employee Engagement and Well-Being A Moderation Model and Implications for Practice”, Volume: 21 issue: 1, page(s): 43-58
Article first published online: July 16, 2013; Issue published: February 1, 2014
Available at https://doi.org/10.1177/1548051813494240
Hatton
National Bank PLC, Annual Report( 2015-2016)
Human Resource Development Review Vol 9, Issue 1, pp. 89
- 110 First Published December 2, 2009https://doi.org/10.1177/1534484309353560
Available at
http://journals.sagepub.com/doi/abs/10.1177/1534484309353560#articleCitationDownloadContainer
Management
Study Guide Content Team
Macey,
W., & Schneider, B. (2008). The Meaning of Employee Engagement. Industrial
and Organizational Psychology, 1(1), 3-30.
doi:10.1111/j.1754-9434.2007.0002.x
Solomon
Markos Kompaso and M. Sandhya Sridevi,(2010)” Employee Engagement: The Key to
Improving Performance”, journal of International Journal of Business and
Management,Vol.5, Issue:12
Available
at https://doi.org/10.5539%2Fijbm.v5n12p89
Hi Shiran,Good read.The way you have constructed the flow of the blog is interesting.Would like to add that, Howard and Foster (2009) view employee engagement as a critical tool in talent management that does not only fortify the competitiveness of the firm but also, enhance the organizational image because it helps to reduce employee attrition rate in a business firm. The implications are that, engaged employees either directly or indirectly project a positive image of their organization because their commitment portrays an impression of a responsible company. This further proves the positive arguments you have brought in to the article.
ReplyDeleteYes, and thanks for your fruitful comments on my blog assignment. Akila,I agree to your point that engaged employee project a positive image on the organization which we also have seen some example in our Bank too.
DeleteFurther as you correctly said the subject is critical tools in talent management as per Howard and Foster (2009)
Akila,the benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many(Hughes,2008).
DeleteDue to the tremendous changes in economic environment in Sri Lanka is witness to create conflicts and constrains in the industries that directly influence on employees disengagement on managing performance effectively with a given period of a time.
ReplyDeleteResearch conducted by Towers Perrin (2003) showed that enhancing engagement is a process that never ends and it rests on the foundation of a meaningful and emotionally enriching work experience. Furthermore, it is not about making people happy, or paying them more money. Important as pay and benefits are in attracting and retaining
people, it was found they play a less significant role in engaging people in their work. The elements found to be fundamental for engagement were strong leadership, accountability, autonomy, a sense
of control over one’s environment and opportunities for development.
Lasitha, very constructive reply. Yes true that the employee disengagement result the changing in economic environment. I comprehensively agree that the employee engagement process continue and its not for any personal gain in each one.
DeleteFurther, there is a meaningful difference between job and organization engagements and that perceived organizational support predicts both employee engagement and organization engagement; profession characteristics predicts job engagement; and procedural justice expects organization engagement. In addition, job and organization engagement mediated the relationships between the antecedents and work satisfaction, organizational commitment, intentions to quit, and organizational citizenship behavior (Saks,2006).
DeleteEmployee engagement is a critical factor for the development of an organization. According to the seven step process which you have mentioned in the blog, it seems that employee engagement covers almost all the human resource management areas. As it clearly defined by Sarangi and Nayak (2016) employee engagement is the devotion, passion of employees. These two factors will make an enthusiastic employee which engages with organizational tasks.
ReplyDeleteThanks Vayanga,and you are very precise on the facts that employee engagement covers all the human resource management areas. Specially the employee satisfaction can be rated with the employee engagement degree.
DeleteVayanga,an argument is put forward that there is a causal link of good organizational climate, employees work passion and commitment in an organization. A conceptual model of organizational climate and employee's work passion and organizational commitment is presented that provides an explanation of the linkage between these variables(Permarupan,2013).
DeleteAs your Blog emphasizes on the Private Banking Sector and how Employee Engagement is performed in it,is very Interesting. connection between the employee’s work and the company creates engagement. But, In Sri Lanka Government Bank engagements with the employees are poor. According to the research done by The Rajarata University of Sri Lanka, Mihintale (2017) it was found that most of employees shown higher dissatisfaction about working environments, existing work load and tough work schedule in their banks. One employee pointed out that “It is very difficult us to get even a leave for personal matter with this seamless work squeeze”. The preliminary discussion further identified different satisfaction views from private and public bank employees whispering a satisfaction issues among both groups. Accordingly, private sector employees enjoy more financial benefits than public sector employees. Even in a global context the statement was proved by Myint et al. (2016). Accordingly, job satisfaction of employees who are in private banks are higher than that of employees in public bank.
ReplyDeleteThanks Crystal for the lengthy and meaning full comment made by you. Yes employees i public bank are disengaged in there job roll since the environment as such and the benefits also lesser that the private sector banks. However we have seen a trmender revolution in the recent past in these government banks with the digitization of process the pressure of work volumes have been reduced and employees now have a time to breath compered to early stages.
DeleteDear Crystal,did you know that transformation leadership positively effects job satisfaction and organizational employee engagement in the current context(Naveed,2011). This is common for both public and private banks and employee disengagement is more less in such organizations.
DeleteHi Shiran, you have clearly elaborated employee engagement using a seven step process relating it to the banking industry. Employee engagement needs to be explicitly incorporated into the integrated system of HRM policies, practices and procedures in order to experience the purported benefits of employee engagement (Guest,2014).Further, a strategic focus on employee engagement leads to competitive advantage and research evidence suggests that employee engagement can be a source of competitive advantage (Albrecht et al, 2015).
ReplyDeleteDinuka,thanks for your comments. Yes I tottally with you that employee engagement are paired with Human Resource Management policies as all the employee of an organization are linked with HRM.
DeleteFurther, Dinuka we have evidence that employee engagement leads to achieving competitive advantages to many institutes as you mentioned on the latter part of the above comment.
Further,there are a number of well‐developed theoretical frameworks that help explain how human resource management systems can result in competitive advantage.Selection,performance development,and training and development,as key HRM practices,are common to most of these frameworks. Sun et al.(2007),for example,specified selective staffing,general skills training and ongoing appraisal as key processes in their configuration of high performance human research practices.
DeleteShiran, this comment would be a contrasting but the fact may be prominent in the contemporary world in future. In some organizations some employees now seek short‐term careers in different organizations with the expectation that they will commit for the short‐term and move from jobs. Causes may be are not satisfying, or simply use experience gained in one role as a stepping stone to another job (Bates, 2004).
ReplyDeleteYes Samanthi,in the present employee carder in most of the organization we have seen this type of employees as you correctly commented. Its a sad situation of the young generation specially which moves in the other direction of employee engagement theory.
DeleteSamanthi,there is a survey dine on this and they confirm the popular perception that temporary jobs are generally not desirable when compared to permanent employment. Temporary workers have lower levels of job satisfaction, receive less training and are less well‐paid. There is some evidence that fixed‐term contracts are a stepping stone to permanent work. Women who start in fixed‐term employment and move to permanent jobs fully catch up to those who start in permanent jobs(Frank,2002).
DeleteDear Shiran, you have well covered most aspects of Employee engagement.
ReplyDeleteHowever, Britt's research shows engaged employees are more likely to become discouraged and dissatisfied and may blame their supervisors if they do not have the systems and support to be effective. Given the higher pro-activity and energy levels of engaged employees, this frustration could lead to turnover as they begin to look for more supportive work environments (SIOP, 2009).
Thanks Ruwani for the appreciation. I thin the reserch is more practical and indeed if the office conduct and the environment should support the employees to be engaged possessively in their job roll.
DeleteMost of the companies and organization would prefer in getting the bottom line expectation for a low cost which give them higher revenue. However as you pointed out it may cause a negative impact in the long run for the organization.
Human resources management(HRM)refers to the policies, practices, and systems that influence employees’ behaviors, attitudes, and performance. Many companies refer to HRM as “people practices”. HRM plays a key role in determining the survival, effectiveness,
Deleteand competitiveness of businesses(Wright,2006).
Glad that you have emphasized the importance of employee engagement, often misinterpreted as employee satisfaction in current context which is only a fraction of matter in concern. Employee disengagement is experiential in many organizations of Sri Lanka due to unavailability of relevant tools that measure the employee engagement. Rather the line managers / HR managers tend to deliberately ignore its importance which is the main reason for employee disengagement (Ayers, 2015).
ReplyDeleteDear Amal,I agreed the point you raised of the country situation and about the non availability of tools for the measurement of the employee engagement.
DeleteIn common, employee disengagement take place where the employee benefits and rewards are not structured in organizations.
Further,work engagement can be improved through adopting certain workplace behavioral health practices that address supervisory communication, job design, resource support, working conditions, corporate culture, and leadership style(Attridge,2009).
DeleteShiran, Your clearly illustrated importance of Employee engagement. Susi &Jawaharrani (2011) has examined some of the literature on Employee engagement, explore work-place culture & work-life balance policies & practices followed in industries in order to promote employee engagement in their organizations to increase their employees’ ‟productivity and retain them. Work-life balance is one of the key driver of employees‟ satisfaction.
ReplyDeleteThanks Gayanee. The facts Susi & Jawaharrani(2011) and examine is very true when in come to the real world in organizations. Promoting employee engagement amount the people in the organization is very productive and essential in achieving the common goals of the institute.
DeleteHi Shiran, you have managed to demonstrate well the importance of Employee Engagement in the Banking sector. However, according to (Anand*, et al, 2016) in this combative environment Employee Engagement is a significant feature for all organizations to sustain. The researchers found that the factors such as Job, Rewards and Recognition, Opportunities, Team work, Immediate Supervisor and Communication positively affect the Employee Engagement. The Employee Engagement is the main feature that leads to success of the organization. Thus, Employee Engagement is important for employee retention and loyalty.
ReplyDeleteBernadine,thanks for the comments you made on my Blog assignment. As you mentioned Job rewards,recognition,opportunities,team work,supervision and communication positively effect employee engagement in the current context. In our banking sector we have seen many instance were these facts increases the engagement of the employees in many banks.
DeleteFurther, employee engagement has been shown to have a statistical relationship with productivity, profitability,employee retention, safety, and customer satis faction (Buckingham & Coffman, 1999; Coffman &
DeleteGonzalez-Molina, 2002).
Hi Shiran,
ReplyDeleteI agree with the blog content and it is very clear and precise, for an organization actively engaged employees are very important but currently organizations are running with average 30% engaged employees around the world (Petracoach,2017), unfortunately when it comes to Asia highly engage employees are only 7%. That is the main reasons for lack of Multinational companies from Asia. But China, Japan & Singapore recorded some higher rates compared to rest of Asian countries those are 12%, 9% & 9% respectively.
Dear Suresh,many thanks for your thoughts on by Blog. Yes my friend most often in organization reflects a low percentage in engaged employees. But I think in Sri Lanka we get a percentage more than 7% though Asians reports that figure.
DeleteThere are several factors link to this result. Some of them are due to lack of rewards,recognition and encouragement from the organizations point if view.
Further, the element that explained the difference in engagement across countries was whether an employee thought their personal strengths could be used at work. That said, certain patterns were visible on the level of individual countries(Atlantic,2015).
DeleteDear Shiran, you have well covered most aspects of Employee engagement.High level of Employee Engagement increases the growth of the organization and acts as an effective retention strategy. It benefits both the organization and the employees. From the data analysis and findings, we can say that the employees are not satisfied about various factors like demographics, working environment, job satisfaction, etc. These factors influence Employee Engagement(Greenberg, 2004)
ReplyDeleteThanks Ajantha. I comprehensively agree to the point you raised about the relationship between the growth of an organization and the employee engagement.
DeleteFurther, job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that person’s parent. There are a variety of factors that can influence a person’s level of job satisfaction(Kabir,2011).
Deletethe title which is discussed in the blog is a vital subject that modern organization makes tremendous efforts to implement on their employees. employee engagement is more spoken about with relation to the firms sustainability in the industry by creating synergies on their performance.(Kompaso and Sridevi,2010)
ReplyDeletethe blog successfully discusses essential facts related to its title in a comprehensive manner.
Chaminda,thanks for commenting on my Blog. Yes Chaminda, employee engagement is very vital in achieving common goals in organizations. Specially when more human capital are deployed in organizational structure ,its essential to have more engaged peoples.
DeleteMore than ever before, managers would agree that engaged employees make a critical difference when it comes
Deleteto innovation, organizational performance, competitiveness, and thus ultimately business success(Bakker and Schaufeli,2008).
Hi Shiran I will agreed with your blog point. In addition, unless employee engagement can be universally defined and measured,it cannot be managed, nor can it be known if efforts to improve it are working (Ferguson, 2007). This highlights the problems of comparability caused by differences in definition.
ReplyDeleteYes Mohan,while thanking you for commenting on my Blog, I agree for your information shared with regard to measurement of employee engagement.
DeleteHalbesleben and Wheeler (2008)suggested that engagement generates a positive cycle of emotions and cognition's that function to improve performance. Individual level performance has been operationalized in several different ways in the engagement literature. Salanova
Deleteet al.(2003)used an objective measure of task performance in their study of teams.
Hi ,Shiran . , Well explained Blog on EMPLOYEE ENGAGEMENT .I agree with your comments . As per the your comments , Poor workforce engagement can be detrimental to organizations because of the ensuing decrease in employee well-being and productivity. Further it will lead to burnout as well . 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 ,which have been experiencing as a bank employee for the last 10 years .
ReplyDeleteReally appreciate your thought full comments and thank you for the additional details you have published. Yes Kasun, burnout situation is the danger part of employee engagement. In our banking sector also we have experienced many instance same applied.
DeleteA model is tested in which burnout and engagement have different predictors and different possible consequences(Arnold,2004).
Hi Shiran, it is noted that you have well planned the blog on Employee Engagement and covered the vital theory. Engagement can effect the employees attitudes, absence and turnover levels and various studies have demonstrated links with productivity, increasingly pointing to a high corrections with individual, group and organizational performance, a success measured through the quality of customer experience and customer loyalty (Fraser, 2008).
ReplyDeleteWe can see the three types of employees in the organizations
1. Engaged
2. Not-Engaged
3. Actively disengaged
Employee engagement increases the growth of the organization and increase of the productivity of the organization and it benefits both the organization and employees.
Udeni,many thanks for your comments. As you correctly stated above, employee engagement increases the productivity of an organization which gain both ends.
DeleteFurther,the three types of employees are seen in all organization. I totally agree with you that said categories contributes in three ways to the institute in reaching the bottom line of entity.
Udeni,at least part of this growth stems from a belief that positive change in organizations motivates the individual and/or group to perform better and that this change and resulting motivation eventually lead to improvement in individual and
Deleteorganizational performance (Bakker & Demerouti, 2008; Bakker, Schaufeli, Leiter, & Taris, 2008).
Needless to say that worker or workers of an organization when are not fully engaged the result is a marginal product which brings about less revenue or no revenue which questions the very existence of the company and its stability which you have successfully attempted to highlight. The remedy is clear cut, which is to motivate the workforce that produces a fully engaged, devoted and purposeful worker/s. 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).
ReplyDeleteYes Saliya,while thanking you for the comments I agree that disengaged employee contribute less revenue or no revenue to the bottom line of an organization.
DeleteSaliya,as you mentioned above the Maslows Hierarchy of needs theory can be applied for the subject as well.
Maslow’s defining work was the development of the hierarchy of needs. According to Stephens (2000),Maslow believed that human beings aspire to become self-actualizing and viewed human potential as a vastly underestimated and unexplained territory .Maslow believed that there are at least five sets of goals which can be referred to as basic needs and are physiological, safety, love, esteem, and self-actualization. Maslow stated that people, including employees at organizations, are motivated by the desire to achieve or maintain the various conditions upon which these basic satisfactions rest and by certain more intellectual desires (Soane & Shantz,2012).
DeleteWELL DONE Successfully fostering employee engagement and motivation requires working with all areas of the organization. HR can lead initiatives, but employee engagement needs action from leaders at all levels.
ReplyDeleteThanks Shantha. Yes of course, all leaders should be engaged in the process as well to achive the common goals of any institute. I'm with you Shantha.
DeleteShantha,theoretical work has suggested a key role for transformational leadership in engagement (Macey and Schneider, 2008, p. 6), and consequently we adopt it here as a framework for investigating the association of leader behaviors with engagement , although we note the overlap of transformational leadership with other neocharismatic conceptualizations of leadership (Bass, 1997; Howell and Shamir, 2005).
DeleteHi Shiran, it is a nice read. apart from your blog there are other factors such as Employee engagement in Private Sector Banks of Erode district and explained the factors which had impact on employee engagement strategy in private banks.(Kiruthika S and Kavitha V, 2015). Rewards, learning and development, relationship with peers and superiors, the role of employee in bank and work environment are the key factors which are influencing employee engagement strategy(Sharma and Baldeva R, 1988).
ReplyDeleteSheriff,thanks for the comments made by you. Yes friend I agreed for your practical view on employee engagement strategy in private banks.
DeleteThe theory quoted by the author(Kiruthika S and Kavitha V, 2015) also realistic in the current context.
Hi shiran, Employee engagement is one of the crucial topics in today’s business community and you have clearly been described it. Further I would like to point out that before looking at the drivers of engagement it is essential to looking to the levels of engagement of the employees, whether they engage, disengage or actively disengage (Krueger and Killham, 2006). This can be found by having an engagement surveys and after word to create the organizational HR functions according to the feed backs of it to enhance the engagement factor in a productive manner.
ReplyDeleteDear Charith,while thanking you for commenting on my Blog assignment, I noted the theory you highlighted with regard to three types of employee categorizing the engagement level of each.
Delete1. Engaged
2. Not-Engaged
3. Actively disengaged
Thanks once again for the information.
Charit,in a world that is changing both in terms of
Deletethe global nature of work and the aging of the workforce (Erickson, 2005), having engaged employees may be a key to competitive advantage.
Employee engagement is now a management hot topic and one which has quickly absorbed into the HR agenda. It is a key challenge which is capturing the attention of executives and HR professionals alike and, increasingly, the acceptance of academics (Soldati,2007) .
ReplyDeleteYes Dilshani, as you correctly stated this subject is a very interesting and important one for Human Resource agenda.Thank for commenting on my blog assignment and wish you all the best in higher studies.
DeleteFurther,employee engagement is a vast construct that touches almost all parts of human resource management facets we know hitherto. If every part of human resources is not addressed in appropriate manner, employees fail to fully engage themselves in their job in the response to such kind of mismanagement. The construct employee engagement is built on the foundation of earlier concepts like job satisfaction, employee commitment and
DeleteOrganizational citizenship behavior(Sridevi,2010).
@ SHIRAN PEIRIS As reviewed and considered by many business executives, The benchmark for a success in an organization relies on brand Equity, market share and increase in revenue. However, “Employee Engagement” is now being recognized as a key indicator in measuring success in an organization alongside other parameters. For an instance , There has been a significant difference between the organizations with high employee engagement and low employee engagement on their Operating income and share growth within a specified time period (Kaliannan & Adjovu , 2015).
ReplyDeleteDear Kasun,while thanking you for commenting on my blog It is pertinent to mentioned that as you precisely elaborate , strongly agree with the fact that employee engagement has a significant effect on the growth and the operational income of an organization.
DeleteEngagement is about establishing mutual respect in the workplace for what people can do and be, given the right context, which serves us all, as individual employees,
as companies and organizations and as consumers of public services. It is our firm belief that it can be a triple win: for the individual at work, the enterprise or service in operating income,and for the country as a whole(MacLeod,2011).
Employee Engagement is the devotion, passion of employees and effective leadership skills with support from the top management to the employees. Human resource leaders set the drive and creed of their company and spread that positive morale to the employees in the company (George A,2007).
ReplyDeleteAbsolutely correct Tharindu and strongly agree with you. Further With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design(Bhatnagar,2007).
DeleteHi Shiran ,Good work actually to get clear view on Employee Engagement which you stated as the degree to which people are invested in the success of a business. Even the Recruitment, Selection and proper Training and Development is available and the employees are not engaged it leads to a complete failure of the organization.
ReplyDeleteAs organizations pay more attention to employee engagement and HRD professionals are increasingly asked to play a role in the development of engagement strategies,research about employee engagement eludes the HRD professional(Shuck and Wollard,2010).
Thanks Ruwanga for the positive comments and my self too agree on the facts you highlighted. Further, Employee engagement strategies are widely applied in practice, yet the construct remains underdeveloped in the human resource development (HRD) literature. This underdevelopment in the HRD scholarly community, combined with high levels of interest in the HRD practitioner community, highlights the need for closing the gap in theory, scholarship, and practice. To develop and support possible engagement-related interventions, HRD researchers and practitioners must be at the forefront of the emerging engagement conversation(Thomas,2011).
DeleteWell Done Shiran,You have clearly illustrated the term Employee Engagement by applying it to one of the leading commercial bank in the country.The term employee engagement is seemingly as attractive for organizations as it is for the professional societies and consulting groups who promote it.
ReplyDeleteThe term employee engagement has gained considerable popularity in the past 20 years yet it remains inconsistently defined and conceptualized. Although much has been written on the subject, little rigorous academic research has been done. This gap has resulted in a disjointed approach to understanding and developing strategies around employee engagement within organizations(Shuck and Wollard,2010).
Maheshika,while thanking you for commenting on my Blog and agree with you regards understanding and developing strategy within organization.
DeleteFurther,employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature and relatively little is known about its antecedents and consequences. The purpose of this study was to test a model of the antecedents and consequences of job and organization engagements based on social exchange theory(Saks,2006).
Sheira, Your blog covering well on Employee Engagement in banking sector. Unlike in banking sector there are some other organizations doesn't communicate the reasons for taking decisions. Sometimes they give directions without proper guidance. It doesn't gives employees the feeling of ownership or authority to know about the organizational decision.
ReplyDeleteMotivational needs according to Professor of psychology David McClelland described three types of motivational need:
Achievement
Authority and power
Affiliation.
Dharshika,while thanking you for commenting on my Blog and wish add few thought on motivation which you have illustrated.
ReplyDeleteAmabile (1983) suggested that an individual’s intrinsic task motivation plays an important role in determining behaviors that may result in creative outcomes. This is because intrinsic motivation“makes the difference between what an individual can do and what an individual will do”(Amabile,1988:133). As we indicated earlier, the degree of engagement in the creative process varies. If an individual pays little attention to a problem and chooses to minimally engage in its resolution, solutions may not be creative and useful (Zhang & Bartol,2010).
Hi Shiran , When employees join an organization, they're usually enthusiastic, committed, and ready to be advocates for their new employer. Simply put, they're highly engaged.
ReplyDeleteBut often, that first year on the job is their best. Gallup Organization research reveals that the longer an employee stays with a company, the less engaged he or she becomes. And that drop costs businesses big in lost profit and sales, and in lower customer satisfaction. In fact, Gallup estimates that actively disengaged employees -- the least productive -- cost the American economy up to $350 billion per year in lost productivity.
Yes Sumedha, your quite right about the employee’s behavior on initial stage and in the long run. Its identified that employee productivity continued to decline in the work setting unless internal and external interventions were brought to bear on the workforce .In this scenario external experiments conducted on worker activity, encouraging improved supervisory styles, and worker involvement in decision processes, brought an exponential rise in productivity (Wren, 2005).
ReplyDeleteNice Blog! We are the leading employee engagement company in India that helps to boost unity in employees. We bring all your team members together to share knowledge and connect with each other.
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