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