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.
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).
ReplyDeleteThank 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.
ReplyDelete