Employee Engagement

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 description 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 an 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 the lack of academic research on employee engagement and speculation that it might just be the latest management fad (Saks,2006).

List of reference

Alan M. Saks, (2006) "Antecedents and consequences of employee engagement", Journal of Managerial Psychology, Vol. 21 Issue: 7, pp.600-619,

Available at https://www.emeraldinsight.com/doi/abs/10.1108/02683940610690169

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

Available at https://www.cambridge.org/core/journals/industrial-and-organizational-psychology/article/meaning-of-employee-engagement/0517A938DBEDA2E0BE2FBE27A9DDC4DB

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

Employee Engagement

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 depersonalization (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 four key elements should be linked 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.

List of reference

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