The Components of the Employee Engagement
Engagement
primarily contains three overlying components such as Commitment, Motivation,
and Organizational Citizenship Behavior. The model below shown is comprehending
these components which are presented by the Institute for Employment Studies
(Armstrong, 2014), Illustrated in figure 1 below.
Figure
2 : IES Model of employee engagement
(Source:
Armstrong, 2014)
Drivers
of Employee Engagement
Crawford
et al (2013: 59–62) Listed the below drivers of employee engagement;
●
Job challenge – Occurs when the jobs are comprehensive, high responsibility and
when there is high work load. This increases engagement because it creates
possibilities for accomplishment and personal development.
●
Autonomy – This gives the liberty, individuality and decision-making power to
employees in scheduling their work and procedures to work it out. This brings a
sense of ownership and control over work outcomes.
●
Variety – This permit emplyees to accomplish many different activities or
practice many different skills.
●
Feedback – Providing employees with pure information about the effectiveness of
their performance.
●
Fit – Compatibility amongst the employees and work environment.
●
Opportunities for development – Develop pathways for employee growth and
fulfilment.
●
Rewards and recognition – Both direct and indirect rewards on the individual
investment of an employee working in an organization.
In
addition to the above, the quality of leadership style practiced by line
managers is an important driver. (Hakanen et al., 2006).
MacLeod
and Clarke (2009) said that line managers demonstrate an important part in
encouraging engagement by providing clarity of purpose, appreciating employees’
effort and contribution. Employees are treated as individuals and the work is
organized efficiently and effectively, which makes individuals feel they are
valued and encouraged to do their work.
However, engaged employees also become disengaged employees
due to many reasons. One of the key aspects leading to employee disengagement
is poor leadership, where two-way communication is not encouraged (Premuzic,
2017). Lack of recognition, inability to balance work life, behavior of a bad
supervisors, lack of trust and confidence in management, lack transparency
in promotions and other benefits, lack of promotional opportunities (Saunders
& Tiwari, 2014)
List
of references
Armstrong, M (2014). ARMSTRONG’S
HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE, 13th Ed, United
Kingdom, Ashford Colour press Ltd.
Hakanen, J. J, Bakker, A. B and
Schaufeli, W. B. (2006) Burnout and work engagement among teachers, Journal
of School Psychology, 43, pp 495–513.
Premuzic, T. C & Garrad, L. (2017). How to
tell your boss that you’re not engaged at work, Harvard business review.
[Online] Available at : https://hbr.org/2017/10/how-to-tell-your-boss-that-youre-not-engaged-at-work. [Accessed 5th December 2018].
Saunders, L. and Tiwari, D. (2014) Employee Engagement and
Disengagement: Causes and Benefits, The
International Journal Of Business & Management, 2(5), pp. 45-47.
Dear Nipuni ,Organizational culture has been shown as one of the key driving factors of employee engagement (Lockwood, 2007; McBain, 2007). Employee engagement is more likely to occur in a friendly and supportive work environment. Such engagement is facilitated by appropriate compensation and benefits for employees. It is also fostered by alignment to organizational mission and vision statements, positive peer treatment, and a policy of work-life balance. Social Exchange Theory can be used to demonstrate the connection between organizational culture and employee engagement. Such a connection is a two-way relationship between the organization and its employees (Robinson et al., 2004). When employees feel they are deriving benefit from their employer, they feel a responsibility to return the favors through their work ethic. The Social Exchange Theory implies this when it notes that a longstanding and mutually beneficial relationship will result in loyalty, trust and commitment over time (Cropanzano and Mictchell, 2005). Other research has noted that employee engagement is linked with perceived organizational support (POS) (Sacks, 2006; Ram & Prabhakar, 2011; Shuck, 2010). Like organizational culture, POS is seen as a value to employees through the realization of good values and good managerial operations. Employees experiencing good organizational culture feel psychologically safe ( Mohammed et al ,2017)
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ReplyDeleteDear Nadeesha, thank you for the comment and I completely agree with the statement you have said, “organizational culture is one of the key driving factors of employee engagement.” Organizational culture may be perceived to be supportive/unsupportive or positive/negative. Organizations with an optimistic culture reward their employees and generate an enabling environment where employees develop, grow and operate at their full potential (Robbins & Judge 2012). Van (2013) states that employees initiate innovation and move the organization forward where they perceive the organizational culture as supportive. Employee engagement is assessed and employee engagement levels are affected by organization’s leadership and culture (Alarcon, Lyons & Tartaglia, 2010).
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