Employee engagement

Introduction 


Employee engagement is well-defined as employee’s involvement and satisfaction with as well as passion for work (James et al., 2002). Engaged employees demonstrate their authentic selves through physical participation, cognitive awareness and emotional connections. (Catherine et al., 2013). Employee engagement is made of past perceptions such as job satisfaction, employee commitment and Organizational citizenship behavior. (Solomon and Sandhya, 2010).
MacLeod and Clarke (2009) the report to the UK government suggests engagement as an organizational technique intended to ensure that employees are devoted to their organization’s goals and values, inspired to contribute to organizational success, and have the capacity to enhance their own sense of well-being. The above report suggests that engagement mean a variety of things, and not just a positive state of mind.
Engaged employees are considered as enthusiastic, energetic, motivated and passionate about their work at the organization. (Salanova, Agut & Peiro 2005).They are further loyal and contribute additional to the work place. Therefore, less likely to voluntarily leave the organization. (William and Benjamin 2008).
An engaged employee also brings better output and they are negatively inclined to leave the organization; thus, job satisfaction is related to employee engagement. (Lata, 2017). The study (Silverthorne, 2004) shows that, more satisfied employees are more engaged in their work, while less satisfied are less engaged. Employee engagement is not entirely depending on the employees. It is a two-way relationship between employer and employee where both parties need to contribute towards successful employee engagement. (Robinson et al., 2004)

List of references

Catherine, T., Amanda, S., Emma S., Kerstin, A and Rick, D. (2013). Employee engagement, organizational performance and individual well-being: exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), pp.2659.

James, H. K., Frank, L. S and Theodore, L. H. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, pp.268-279.

Lata, B. S. (2017). Job Satisfaction as A Predictor of Employee Engagement. Amity Global HRM Review, pp. 21-22.

MacLeod, D and Clarke, N (2009) Engaging for Success: Enhancing performance through employee engagement, London, Department for Business Innovation and Skills.

Robinson, D., Perryman, S. and Hayday, S.(2004) The Drivers of Employee Engagement. Brighton: INSTITUTE FOR EMPLOYMENT STUDIES.

Solomon, M and Sandhya, S. M. (2010). Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12), p.3

Salanova, M., Agut, S and Peiro, J.M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate. Journal of applied Psychology, 90(6), p.1217.

Silverthorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal, 25(7), pp.592-599.

William, H. M. and Benjamin, S. (2008). The Meaning of Employee Engagement. Industrial and Organizational Psychology, 01, p.4.

Comments

  1. Nipuni, Engaged employees often experience positive emotions, including gratitude, joy, and enthusiasm. These positive emotions seem to broaden people’s thoughts and actions implying that they constantly work on their personal resources (Fredrickson, 2001). Engaged employees experience better health therefore they can focus and dedicate all their skills and energy resources to their work moreover engaged employees create their own job and personal resources and transfer their engagement to others in their immediate environment (Bakker and Xanthopoulou, 2009). Engaged employees are deeply committed to their workplace which will lead to key improvements in business outcomes, reduce in absenteeism, employee turnover, shrinkage, safety incidents, and product defects (Robinson,2012).

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  2. Thank you Rochana for your comment. I completely agree with you. As you have mentioned engaged employees are deeply committed to their workplace. Schaufeli et al. (2002) stated that engaged employees state of mind is characterized by vigor, dedication and absorption. Vigor refers to level of the energy and mental resilience while working, the willingness to invest effort in one’s work, and determination to face difficulties. Dedication refers to a sense of significance, enthusiasm, inspiration, pride, and challenge. Absorption is defined as being fully concentrated and deeply occupied in one’s work, whereby one perceives time to pass quickly and has difficulties detaching oneself from work.

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