Positive outcomes of the Employee Engagement & Barriers to Employee Engagement

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Positive outcomes of the Employee Engagement

Positive impacts of the employee engagement are categorized into two main aspects such as Organizational outcomes and employee outcomes. Organizational outcomes are as customer loyalty, employee efficiency, advocacy of the organization, manager self-efficacy, organizational performance, bottom-line profit, successful organizational change. Positive outcomes in employee perspective are stated as clarifying expectations, health and well-being (Robertson-Smith and Markwick 2009). Stairs and Galpin (2010) also suggested the below outcomes of high levels of employee engagement;

  • Lower absenteeism and higher employee retention. 
  • Increased employee effort and efficiency.
  • Improved quality and reduce mistakes.
  • High sales.
  • Higher profitability, earnings per share and shareholder returns.
  • Enhanced customer satisfaction and loyalty.
  • Faster business growth.
  • Business success.


A research has proved that engagement positively affect employee’s health and it generates positive feelings towards work and the organization (Mauno et al., 2007).

Barriers to Employee Engagement

Frequently in the form of rules, workplace culture and behaviors, barriers to engagement can negatively affect employees, customers and stakeholders. Eventually this will affect the organization’s financial success. HR can act as a huge barrier depending on how organization policies and practices are implemented (Lockwood, 2007). Individuals who are tremendously engaged with work have shown a higher possibility of high conflict in their family lives (Halbesleben et al., 2009).

LIST OF REFERENCES

  Halbesleben, J. R., Harvey, J. and Bolino, M. C. (2009) Too engaged? A conservation of resources view of the relationship between work engagement and work interference with family. The Journal of applied psychology, 94(6), p. 1452–1465.

   Lockwood, N. R. (2007) Leveraging Employee Engagement for Competitive Advantage:HR’s Strategic Role. Society for Human Resource Management Research Quarterly, pp. 3-6.

 Mauno, S., Kinnunenb, U. and Ruokolainena, M. (2007) Job demands and resources as antecedents of work engagement: A longitudinal study. Journal of Vocational Behavior, 70(1), pp. 149-171.
Robertson, S. G and Markwick, C. (2009) Employee Engagement A review of current thinking, Brighton: Institute for employment studies.

Stairs, M and Galpin, M. (2010) Positive engagement: from employee engagement to workplace happiness, in (eds) P A Linley, S Harrington  and N Garcea, The Oxford Handbook of Positive Psychology and Work, New York, Oxford University Press.








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