Employee Engagement and Impact on Employer
Employee Engagement and Impact on Employer.
What is Employee Engagement?
Employee engagement is the mutual commitment between an organization and an employee, in which the employee improve his/her potential, while helping the organization achieve its goals and values by contributing towards organizational success, productivity and performance (Macleod & Clarke, 2009). According to Zenoff (2013), employee engagement is both a rare and strong force.
According to Kim et.al (2012), employee engagement crosses three dimensions:
· Job engagement (with tasks and work)
· Relational engagement (with people)
· Organizational engagement (with an organization)
According to Csikszentmihalyi (1998), Employee engagement is a feeling of commitment, passion and energy that translates into high levels of determination even with the most difficult tasks, by exceeding expectations and taking the initiative.
Employee engagement – Employee’s perspective
It is about understanding one’s role in an organization and being sighted on where it fits in the organization’s purpose and objectives (Macleod & Clarke, 2009), and it is about being included fully as a member of the team, focused on clear goals, trusted and empowered, receiving regular feedback and supported in developing new skills (Macleod & Clarke, 2009).
Employee engagement – Employer’s perspective
It is about positive attitudes and behaviors leading to improved business outcomes, where employees feel pride and loyalty working for one organization, being a great advocate of the organization to clients, users and customers, going the extra mile to finish a piece of work (Macleod & Clarke, 2009), and about drawing on employees’ knowledge and ideas to improve products and services and be innovative with the work done and drawing out a deeper commitment from employees so fewer leave, sick absences, conflicts and grievances; as a result productivity increases (Macleod & Clarke, 2009).
Importance of Engaged Employees.
According to Rothwell (2014), during good economic times, employee engagement becomes a focal point for retention strategies because engaged workers tend to be more committed to their organizations, work and customers and are thus less likely to resign, and during bad economic times, engagement becomes a focal point for productivity enhancement, as workers feel demoralized by salary freezes, temporary or permanent discharge of the employees and budget cutbacks affecting everything from supplies to technology.
According to Dromey (2014), the following is a list of reasons engaged employees are vital for an organization.
- Engaged workers are less likely to resign and will remain in the workplace.
- Organizations with engaged workers are less likely to have trouble attracting the best people.
- Organizations with engaged workers have fewer work-related accidents.
- Organizations with engaged workers have lower stress-related problems. Employees are positive, enthusiastic and enjoy doing the work. This is beneficial as stress is connected with many issues that can lead to workers’ compensation costs, including drug abuse, domestic violence and health-related problems.
- Organizations with engaged workers are more likely to have loyal committed customers; because well-engaged employees work with satisfaction so are effective communicators. That could turn discussions into productive sessions with customers.
How to Engage Employees
1. Driving engagement through team development: Working with great co-workers, helping each other out, trust and love for one another is engaging. A great team environment can engage a person as much as a great job (Clark, 2012).
2. To maximize performance results and employee engagement, employees should align their personal values and goals with the values, goals and mission of the organization. Aligning employees to organization’s mission, values and goals will help them feel more deeply engaged and satisfied at work (Carbonara, 2012).
3. Marciano (2010) says to find out what are the internal factors which most matters to the employees and finding the reasons that motivate them to show up each day to work.
These motivation factors may be:
- Learning new skills
- Feeding the family
- Advancing career
- Funding a passion or hobby
4. Building a culture in the organization which makes the employees to get more engagement to the work they are performing (Lencioni, 2007).
5. Reward people for the work which they are required to perform, increasing engagement in work and create enthusiasm towards the work done by the workers (Narayanan, 2014).
According to Kelleher (2013), the following are methods to engage newly hired employees,
- Make the new recruit feel welcomed and give a welcome tour on the first day at work.
- Let the new employee meet the key people during the first month at work.
- Set goals for new employees.
Selecting the right type of employees in the selection process.
According to Kelleher (2013), traits and behaviors engaged employees display are as follows:
- Consistent levels of high performance.
- Natural drive for innovation and efficiency.
- Intentionally build supportive relationships.
- Aware of the desired outcomes of their roles.
- Emotional commitment to their companies, work groups and roles.
- High levels of energy and enthusiasm towards what they do.
- Innovative mindset.
- Creativity and positivity.
Misinterpretation of Employee Engagement.
Many organizations today use employee engagement and employee experience without any recognizable difference, which is incorrect. Employee engagement is a short‐term change that organizations use to improve their work (Morgan and Goldsmith, 2017).
An example of employee engagement
Google as a leading company has been very intentional about creating the culture they want. The idea is to break down barriers, encourage innovation and collaboration. As a result, employees are fully engaged to what they are doing. A good working culture always empowers engagement by creating a culture of transparency and freedom, and habits of creativity. Ultimately employee engagement is about “how things get done” and Google has done this well (Charted Management Institute 2018).
Conclusion:
Employee engagement has a direct impact on the employer. If the employee disengages with the employer it will have a direct negative effect on the growth of the organization and vice versa. Employee engagement can help companies withstand and possibly even thrive, in tough economic times. Better the engagement better the results for the organization.
List of references
Carbonara, S. (2013). Manager's Guide to Employee Engagement. McGraw-Hill.
Clark, T. (2012). The employee engagement mindset. New York: McGraw-Hill.
Garber, P. (2015). The Manager's Employee Engagement Toolbox. American Society for Training and Development.
Gatenby, M, Rees, C, Soane, E & Truss, K 2008, Employee Engagement in Context. CIPD Research Insight, Chartered Institute of Personnel and Development, London.
Kelleher, B. (2013). Employee engagement for dummies. For Dummies.
Lencioni, P. (2007). The truth about employee engagement. San Francisco, CA: JOSSEY-BASS.
MacLeod, D. and Brady, C. (2008). The extra mile. Harlow, England: Prentice Hall/Pearson Education.
Marciano, P. (2010). Carrots and Sticks Don't Work. New York, USA: McGraw-Hill Professional Publishing.
Matthews, G. and Holbeche, L. (2012). Engaged. San Francisco, Calif.: Jossey-Bass.
Morgan, J. and Goldsmith, M. (2017). The Employee Experience Advantage. Somerset, UNITED STATES: John Wiley & Sons, Incorporated.
Narayanan, A. (2014). Gamification for employee engagement. Birmingham, UK: Impackt Publishing.
Rothwell, W., Baumgardner, C., Buchko, O., Kim, W., Myers, J. and Sherwani, N. (2014). Creating engaged employees. Association for Talent Development.
Zenoff, D. (2013). Soul of the organization. [Berkeley, CA]: Apress.
Charted Management Institute (2018). 6 companies that get employee engagement – and what they do right. [online] Available at: https://www.managers.org.uk/insights/news/2015/december/six-companies-that-get-employee-engagement-and-what-they-do-right [Accessed 29 May 2018].
Basically, Employers want and need engaged employees because they deliver improved business while being committed to a company’s growth and strategies (CIPD,2007). However, most companies and organizations in today’s world see ‘’employee engagement’’ and ‘’employee satisfaction’’ as the same thing. Satisfaction for an employee is a basic minimum, as Job satisfaction keeps employees around in the company, even though it doesn’t guarantee that employees would be engaged and inspired to give the company their best. There are clear links between employee engagement and effectiveness, which, in turn, affect productivity. Employee engagement goes to the heart of organizational capability issues" (Briggs, 2005).
ReplyDeleteYou are correct Joanne. An employee can be satisfied with a job without being engaged in the job. Employee engagement is much more than being content with pay and the ability to leave at 3 pm. That contentedness is merely job satisfaction, and though satisfaction is generally enough to retain employees, it’s not enough to ensure productivity. On the other hand, employee engagement does promote increased productivity.
DeleteA review of the article based on the 10 C's for employee engagement by the author, George Ambler (2007) pulled the facts and highlights from the full story in the Ivey Business Journal and also summarized the explanation of the 10 C's as follows:
ReplyDelete1.Connect
2.Career
3.Clarity
4.Convey
5.Congratulate
6.Contribute
7.Control
8.Collaborate
9.Credibility
10.Confidence
Sarangi,P. and Nayak, B.(2016). Employee Engagement and Its Impact on Organizational Success. IOSR Journal of Business and Management (IOSR-JBM), 18(4),pp.52-57
People’s perceptions of meaning with regard to the workplace has connections with how engaged they are and their level of enforcement (Holbeche and Springett 2003). Findings suggest people seek more meaning in their day-to-day work than they do in their personal lives. This implies employers should be seeking to make work meaningful by finding out what matters to their employees.
Deleteengaged employees commit passionately to performing their work role, exhibiting their full capabilities at work; engagement is a multidimensional construct built on the full investment of an individual in their performance, while on the other hand, disengagement results in psychological and at times physical withdrawal from the organization and its goals, leading to a drop in performance (Saks & Gruman, 2014). A company's ability to engage its employees has been considered a key to success, contributing particularly to profitability, productivity, higher shareholder returns, higher customer satisfaction, and higher employee retention rate (Markos & Sridevi, 2010).
ReplyDeleteAs you mentioned across all industries and sectors, disengaged employees can negatively affect the workplace causing an office to become toxic, companies to lose their competitive edge, or even startups to fail. These employees are essentially sleepwalking through their day by putting in time but not energy or passion.
DeleteThis comment has been removed by the author.
ReplyDeleteAs you mentioned, the organizations perform well when the employees positively engaged at work. Organisations where employees displayed high levels of engagement show higher retention rate, high capacity for innovation, less non-attendance and less work-related calamities (Chartered Management Institute, 2015). That is why, Saks (2006) stated that employees must be given adequate resources to get the work done well. Also according Sakas (2003) engaged employees produce high revenue and minimise the production cost. This confirmed from a study carried out by the Gallup Organisation in 2012. It found that organizations with higher engaged employees (scored in the top quartile) gained an average of 12 % higher profitability than those with low engaged employees who scored in the bottom quartile (Chartered Management Institute, 2015). Hence, I also believe that the organizations with high engaged employees produce high profits.
ReplyDeleteGallup also found that an actively disengaged employee costs their organization $3,400 for every $10,000 of salary, or 34 percent. That means an actively disengaged employee who makes $60,000 a year costs their company $20,400 a year!
DeleteMacey and Schneider (2008) suggest, a commonality exists among st all definitions of engagement, regardless of the source, which in essence depicts employee engagement as a ‘desirable condition’ that has an organisational purpose and ‘connotes involvement, commitment, passion, enthusiasm, focused effort and energy, so it has both attitudinal and behavioral components’.
ReplyDeleteEvidence also suggests that employee engagement is related to emotional experiences and wellbeing (May et al 2004). Researchers have found that emotional factors are linked to an individual’s personal satisfaction and the sense of inspiration and affirmation they get from their work and from being part of their organisation (Towers Perrin 2003). However a considerable number of employees agree that their company is not a good place to work, suggesting they are emotionally unhappy, whilst others argue emotions should not be allowed to flow free, and that employees are more productive when their emotions are managed (Holbeche and Springett 2003).
DeleteAccording the JD-R model, Halbesleben, Harvey and Bolino (2009) debate that employee who are extremely engaged are other than to find work life interfering with their family lifecycle. Macey and Schneider (2008) propose that individuals only have a limited amount of resources and energy, and frequently utilising them to maintain a maximum of engagement may evidence challenging in the long run (Halbesleben, Harvey & Bolino, 2009). Those who are additionally engaged at their job will be more likely to experience work interference with family due to having spent so much of their energy and resources being engaged at work. Further more Halbesleben, Harvey and Bolino (2009) examined how an employees’ family life could be negatively impacted by being too engaged at employment.
ReplyDeleteOne of the things that makes people feel positive at work is work-life balance. People who feel they have good work-life balance work 21% harder than those who don’t, according to a survey from the Corporate Executive Board, which represents 80% of Fortune 500 companies. That extra effort is the definition of the discretionary effort that comes from employee engagement.
DeleteContrast that with the negative effect work-life conflict has on employee performance—reduced work effort and performance and increased absenteeism and turnover (Anderson, Coffey, Byerly, 2002), reduced health and energy (Frone, Rusee, Barnes, 1996), and increased stress and burnout (Anderson et al, 2002).
Leaders that are credible impact the commitment of representatives (Nicholas and Erakovich, 2013). To make or keep up their organizations' gainfulness, business pioneers must strive to lock in workers (Kortmann et al., 2014). Enhanced worker commitment is a result of pioneers who have an immediate association with workers (Lowe, 2012). The discoveries of this exploration demonstrated that the bond amongst pioneers and representatives is a basic component for connecting with workers, which in turn expanded hierarchical gainfulness. Sadeghi and Pihie (2012) recommended associations ought to search for pioneers that can both impart the association's vision and secure representatives' help in accomplishing hierarchical objectives.
ReplyDeleteAccording to Holbeche and Springett (2003), people’s perceptions of ‘meaning’ with regard
Deleteto the workplace are clearly linked to their levels of engagement and, ultimately, their
performance.
This comment has been removed by the author.
ReplyDeleteAssumes that people want to contribute to organizational effectiveness and are able to make genuine contributions, therefore, it is the organization's responsibility to create a work environment that makes full use of available human resources. (Mason, 2017).
ReplyDeleteRewarding employees for their contribution towards development of an organization , boost the motivation of employees and in return employees tend contribute more ,its a Win Win situation for both parties.Same time it helps to build employee employer bond that is very important for any organization that seeks long term stability.
Employee engagement is a direct result of a strong company culture. It refers to how employees feel about their culture and their jobs. The stronger a company’s culture, the better employees understand what is expected of them and what they’re working toward. Engaged employees are more likely to stay happy, motivated, and committed to your company.
DeleteBernthal and Phelps (2005) also define engagement as “the extent to which people enjoy and believe in what they do and feel valued for doing it” . According to Robinson, Perryman and Hayday (2004) engaged employee has, belief in the organization, desire to work to make things better , understanding of business context and the ‘bigger picture’ , respectful of, and helpful to, colleagues z willingness to ‘go the extra mile’ , keeping up-to-date with developments in the field.Also according to Jacom (2017) there are six most valuable benefits to organization by employee engagement, such as Higher Employee Satisfaction, Higher Retention And Lower Turnover, Higher Productivity, Increased Profitability, Less Absenteeism, Increased Employee Loyalty. According to Robinson, Perryman and Hayday (2004) to get employee engagement employee should feel, involvement in decision-making , the extent to which employees feel able to voice their ideas, and managers listen to these views, and value employees’ contributions, the opportunities employees have to develop their jobs , the extent to which the organisation is concerned for employees’ health and well-being
ReplyDeleteAccording to Kahn (1990), employee engagement
Deleteis “the harnessing of organization members
selves to their work roles; in engagement, people
employ and express themselves physically,
cognitively and emotionally during role
performances”. For psychological engagement,
the two major dimensions are emotional and
cognitive engagement. Emotional engagement
means having good relations with superiors and
peers and experiencing empathy for others. Those
who are cognitively engaged are well aware of
their mission and role in their work environment.
Employee engagement is effectively connected to a scope of business achievement factors. For what reason ought to organizations endow in employee engagement? The appropriate response is on the grounds that employee engagement is related altogether with critical business results. Studies have discovered positive connection between employee responsibility and engagement and hierarchical execution results: employee maintenance, efficiency, gainfulness, client steadfastness and wellbeing. Investigates likewise show that the more connected with employees are, the more probable their manager is to surpass the business normal in its income development. Research likewise shows that engagement is decidedly identified with consumer loyalty Coffman (2000) Ellis and Sorensen (2007). Drawn in employee reliably shows three general practices which make strides authoritative execution.
ReplyDeleteHarter, Schmidt &Hayes (2002) define employee engagement as “the individual’s involvement and satisfaction with as well as enthusiasm for work”.
DeleteEmployee engagement is defined as the degree to which workers feel job satisfaction and an emotional connection to the success of their business, resulting in improved productivity, innovation and retention.
Engaged employees are dedicated to their role, will stay in the organization for a long time, more productive, give better customer service and in turn create greater profit in private sector organizations (Gallup, 2005).
Employee engagement is important to business performance and a success factor on many levels, from executing the business strategy to financial achievement to worker productivity to the ability to create innovative products and services. According to the Conference Board CEO Challenge 2014—in which more than 1,000 CEOs, presidents, and chairpeople placed their most significant areas of concern for the following year as well as the strategies they plan to use to address these challenges—human capital issues are a top challenge globally, ranking first or second in every region, including China and India (Mitchell, Ray, and van Ark 2014).
ReplyDeleteEngaged employees are dedicated to their role, will stay in the organization for a long time, more productive, give better customer service and in turn create greater profit in private sector organizations (Gallup, 2005).
DeleteLink checking carefully and thoroughly is one of the ways to prevent the hiring of the wrong person. It may seem easier to accept recommendations that relate to the candidate's skills and experience. However, talking to people will allow you to examine issues deep enough to gain a fuller sense of values, nature, access to work, and interaction with others. Telephone conversations are the best way to get more depth about the character and background of the candidate. Link checks are the last option to verify the information that a candidate has provided, to verify their personal suitability and to explore all areas of concern to you. Before you make a bid, talk to the links. Let the candidate know you will. Do not forget to find out if there is someone who would prefer the candidate to not talk to him - for example, the current boss or current colleagues. ( http://hrcouncil.ca/hr-toolkit/right-people-selection.cfm)
ReplyDeleteAgreed.As I have mentioned in the blog engaged employees has below behaviors.
DeleteConsistent levels of high performance.
Natural drive for innovation and efficiency.
Intentionally build supportive relationships.
Aware of the desired outcomes of their roles.
Emotional commitment to their companies, work groups and roles.
High levels of energy and enthusiasm towards what they do.
Innovative mindset.
Creativity and positivity.
As stated by Freeman (2013) Employee Engagement is simply not enough to achieve the organizations Visions. She states that to add value to organizations that Employee Involvement is much needed while being engaged in the work.
ReplyDeleteFreemen (2013) states that an involved employee will be active, will implement new initiatives and will participate to drive change in the organization. ´ ‘Involvement’ is the active pursuit of these objectives. An involved employee will help drive the organization forward and add value to your business. Engagement gets you in the game; involvement gets you to the top of your game´.
Freeman (2013) further states that ´ Engagement really is just a small part of a much bigger picture. If you want to see real results, you need to take things one-step further´.
Agreed.When your teams are pulling in the right direction, and they can see how they can become successful, they become excited, and when you add that to engagement, it sets you on the path to becoming high performing organization.
DeleteEmployee engagement is a direct result of a strong company culture. It refers to how employees feel about their culture and their jobs. The stronger a company’s culture, the better employees understand what is expected of them and what they’re working toward. Engaged employees are more likely to stay happy, motivated, and committed to your company.
ReplyDeleteOverall, an engaged employee is more:
Connected to your company’s mission
Motivated to exceed their goals
Proactive about learning new skills and starting new projects
Positive in their approach to work
Creative in solving problems
Committed to developing their careers are your organization
Engaged employees also provide a whole bunch of benefits to your organization: Higher productivity, better customer relations, and lower turnover.
Agreed.The culture and climate of an organisation are expected to influence levels of engagement. Climate includes aspects such as systems and satisfaction with the organisation; culture includes aspects such as community (Schein 1987). The use of outsourcing and virtual workstations and teams has increased dramatically in recent years. However, there is a need for future research to establish exactly how such changes in climate and culture affect employee engagement.
DeleteEmployees who are engaged with their job and employer are more productive because they are motivated beyond personal factors. Engaged employyes are more focused and more motivated than their disengaged counterparts. This means they work more efficiently and with the success of the organization in mind.
ReplyDeleteCompanies with a positive organizational culture focus on rewarding employees and creating an environment where employees can develop, grow and operate at their full potential (Robbins and Judge, 2012). As per Sok (2014), found that supportive organizational cultures reduce negative work-home spillovers, allow for more flexible work-home arrangements and attract and retain more high quality valuable employees.
The culture and climate of an organisation are expected to influence levels of engagement. Climate includes aspects such as systems and satisfaction with the organisation; culture includes aspects such as community (Schein 1987). The use of outsourcing and virtual workstations and teams has increased dramatically in recent years. However, there is a need for future research to establish exactly how such changes in climate and culture affect employee engagement.
DeleteSometimes there are some policies which are not to be discussed by the company to the subordinates. Some things are to be kept in secrecy so in such a case, it is not good to engage the subordinates in to the major discussions or say into the meetings or the workshops and so on.
ReplyDeleteAlso the difficulty to match the IQ level:
The meetings in which high officials sit and discuss, it becomes difficult for the members to match the discussion as per the subordinates. So, this way the conversation gets imbalanced and the difficulty level increases to larger extent which is not a positive sign as it not just wastes time but also it waste lot of energy.
In today's organisation structure it is very important that employees engage in day to day tasks actively. According to Sakas (2003) engaged employees produce high revenue and minimise the production cost.Also it is very important that the employees are given the necessary tools and training o perform there jobs effectively , by the organisation.Employees who are engaged with their job and employer are more productive because they are motivated beyond personal factors
ReplyDeleteEngaged employees are dedicated to their role, will stay in the organization for a long time, more productive, give better customer service and in turn create greater profit in private sector organizations (Gallup, 2005).
DeleteSok and colleagues (2014) found that supportive organizational cultures reduce negative work-home spillovers, allow for more flexible work-home arrangements and attract and retain more high quality valuable employees. Positive organizational cultures were also found to buffer the ill effect of bad news (French and Holden, 2012), which is particularly instrumental during the change process. While not all change is perceived as benefiting the employee, positive organization change is considered any change that does more good than harm for an organization while considering aspects of employees’ psychological resources, behavior and performance that may be affected by the change (Avey, et al.,p. 50).
ReplyDeleteTotally agreed. Building a culture in the organization which makes the employees to get more engagement to the work they are performing (Lencioni, 2007).
DeleteEmployee engagement is not something that can be obtained by force, Instead employees themselves must be thought about the value of being engaged in archiving organizations goal. It all begins when the employee joins an organization. HR & Special departments such as Talent Acquisition departments are responsible for hiring right employees to the organization. It is all about hiring the right person for the right job. Then begins the leaderships responsibility of shaping an employee & setting the mindset of an employee to align them towards organizational goals & make sure the employee understands what benefits it will bring towards that individual by actively engaging in organizational goals.so the employee will be a productive, successful and an engaged employee willingly knowing that will benefit & improve their life as well.
ReplyDeleteAgreed.As I have mentioned in the blog engaged employees has below behaviors.
DeleteConsistent levels of high performance.
Natural drive for innovation and efficiency.
Intentionally build supportive relationships.
Aware of the desired outcomes of their roles.
Emotional commitment to their companies, work groups and roles.
High levels of energy and enthusiasm towards what they do.
Innovative mindset.
Creativity and positivity.
relationship between employee engagement and organizational performance
ReplyDeleteoutcomes: employee retention, productivity, profitability, customer loyalty and safety. Researches also indicatethat the more engaged employees are, the more likely their employer is to exceed the industry average in its revenue growth. Employee engagement is found to be higher in double-digit growth companies. Research also indicates that engagement is positively related to customer satisfaction (Coffman, 2000; Ellis and Sorensen, 2007; Towers Perrin Talent Report, 2003; Hewitt Associates, 2004; Heintzman and Marson, 2005; Coffman and Gonzalez-Molina, 2002).
Agreed and in the other way the behavior of disengaged workers contributes to poor corporate financial
Deleteperformance (Purcell, 2014). Employee disengagement costs U.S. organizations $350
billion a year due to poor workplace performance and employee turnover (Hoolahan,
Greenhouse, Hoffmann, & Lehman, 2012). The general business problem is that
disengaged employees have a negative impact on workplace profitability.
Innovative work behavior referred to the employees' creative and novel ideas during performing at work (West & Farr, 1989). Prior studies showed the positive relationship between employee engagement and innovative behavior. For instance, Slattenand Mehmetoglu (2011) revealed that employees who are highly engaged at their work are more likely to show a more innovative behavior during their role performance. They argued that highly engaged employees have a positive state of mind that helps employees to broaden their though-action process. Similarly, Agarwal et al. (2012) have found that engagement has a positive correlation with innovative work behavior and employee engagement mediated the relationship between Leader-Member Exchange (LMX) relationship and innovative work behavior. According to Bakker and Leiter (2010), engaged employees always hold a positive attitude which encourage the integrative and creative perception to create value to the service enterprises. Thus, this study expects to have a positive link between employee engagement and innovative work behavior.
ReplyDeleteEmployees want to be involved in decisions that affect their work. It was found that leaders of high-engagement workplaces do not create fear or blame cultures, where employees are reluctant to express their ideas or
Delete9 exercise their initiative. Instead, they create a trusting and challenging environment, in which employees are encouraged to input and innovate to move the organisation forward.
when employees are engaged they are more productive and innovative, less likely to leave an organization, and more likely to be excellent ambassadors for your company’s employment brand.
ReplyDeleteAgreed.an engaged employee is likely to;
Deletepositively influence other employees
be more productive and profitable
provide better customer service
be more enthusiastic about their work
be comfortable staying in their role
offer positive suggestions for the organisation.
As a manager,keeping your employees engaged is perhaps the biggest challenge you face as it also considered to be a huge opportunity to gain long term commitment and discretionary effort from your team, that effort will ultimately lead to higher sales and fewer mistakes. The profitability, productivity, customer satisfaction, innovation, health and safety, sickness and absence, turnover and wellbeing.
ReplyDeleteEmployee engagement is not an isolated HR process. In order for it to deliver the benefits, it needs organization's commitment and involvement to implement efficient initiative.
Agreed.When the teams are pulling in the right direction, and they can see how they can become successful, they become excited, and when you add that to engagement, it sets you on the path to becoming high performing organization.
DeleteIt is investigated that a immense organizational culture and sharpened communication makes the employees more engaged. Organizational incorporation, managerial communication, feedback, subordinate communication, business information deeply describes the organizational communication which supports employee engagement. Hence it is very important for an organization to invest on employee engagement because it ultimately leads to the organizational success (Schneider et al., 2009; Brunetto et al. ,2013; Saks and Rotman 2006).
ReplyDeleteMost studies demonstrate that feeling valued by management, two-way communication between management and employees, management’s interest in employees’ well-being and giving more opportunities for employees to grow are the top drivers of employee engagement.
ReplyDeleteIt is indicated that employee engagement is closely linked with organizational performance outcomes. Companies with engaged employees have higher employee retention as a result of reduced turnover and reduced intention to leave the company, productivity, profitability, growth and customer satisfaction. On the other hand, companies with disengaged employees suffer from waste of effort and bleed talent, earn less commitment from the employees, face increased absenteeism and have less customer orientation, less productivity, and reduced operating margins and net profit margins.