Employee Engagement.

    Job design plays significant role for optimizing employee performance. In order to increasing job satisfaction and motivation of employees it is important to focusing on job design. Effective job design measures of the degree which employee is involved in task and assignments. Even though job design is not a new concept it has failed to attain much attention from managers. (Zareen, Razzaq, Mujtaba, 2013) Thus, it is important to examine the impact of job design on job performance. Even though many researches have done studies factors affecting job performance, many of them included training, motivation, employee satisfaction, (Hijr & Haleem, 2017; Zhangpeidi, 2016; Hailesilasie, 2009) it has few empirical evidence to examine the impact of job design on job performance. There is no study to examine the impact of job design on job performance on managerial employees in apparel sector in Sri Lanka or Matale District, hence this study within Sri Lankan context is a new thi...

    Job engagement is used to describe a job –related attitudes and actions those represent appositive, excited, exercise discretionary and motivated to perform in high standards employees. Therefore, getting a job is the primarily requirement of engagement at work, as without a job, this concept cannot be neither studied nor noticed. Therefore, it is A job-related concept. (M.Nabil. Eljaaidi, 2016) Engaged employee as Passionate, dedicated to his or her job activities, energetic and committed (Armstrong, 2012). Thus, the concept of engagement is well connected with job involvement, satisfaction and enthusiasm. However, other mainstream conceptualizations of engagement have considered resulted behaviors of such a state, such as; extra-role behaviors. Other behaviors of enthusiasm also have been highlighted. However, all the described the described behaviors resulted from engagement were related to the organizational success. (M.Nabil. Eljaaidi, 2016) The actions taken by emplo...

    Identification with the organization as one entity. It is about the feelings of employees that they are strongly connected with their organization, and they hold positive attitudes towards its values. By this meaning, one can conclude that organizational engagement is a mutual concept of what has been known as organizational commitment in the literature (Carasco-Saul et.al. 2015; Shuck et al., 2011). To conclude, engagement could be seen from two perspectives; job engagement, when exerting extra-role behavior is an outcome of employees’ feelings of that their jobs are challenging and rewarding. Organizational engagement, when employees identify with organization’s set of values and goals, as well as, being committed to it. (Nabil M. Eljaaidi    2016 )    Components of Engagement. Three different components of engagement. However, these components highlight the importance and development of this concept as new construct in organizational studies. (1) Wor...

     Facets of Engagement Engagement has been described to have three facets at workplace, those summarized as follows: (Nabil M. Eljaaidi 2016) 1- Intellectual engagement refers to the thinking effort of employees towards their jobs and finding best ways of developing them. Thus, this facet represents an intellectual process regarding the job. 2- Affective engagement points to the desirable and positive emotions those employees exhibit in relation to their jobs. 3- Social engagement represents various behaviors of employees taking opportunities to discuss and talk about better ways of developing their jobs with others.   Theoretical considerations Multi perspectives of engagement demonstrate it mercury nature. This nature has made engagement exposed to different theoretical conceptualization, as many researchers highlighted that the concept is in need for more theoretical investigations. (Nabil M. Eljaaidi 2016)    Although, in practical terms, engagement ...

    Drivers of employee engagement. Bailey et. al. (2015) have categorized antecedents of engagement in five groups, namely; psychological states; job design; leadership; organizational and team factors; and organizational interventions. They maintained that engagement is positively associated with individual morale, task performance, extra-role performance and organizational performance, and the evidence was most robust in relation to task performance. However, whilst Macey and Schneider, (2008) has highlighted the effects of job attributes and leadership on state and behavioral engagement, Markos and Sridevi, (2010) affirmed that organizational context such as meaning at work, sense of community, the opportunity to make a contribution and grow forward, strong manager-employee relationship are tested antecedents of engagement at workplace. Furthermore, they shed the light on; empowerment, promote and encourage teamwork and collaboration, help people grow and develop are expec...

    Measurements of employee engagement. By reviewing the literature of engagement, it is noticed that there is an over-reliance on quantitative and cross-sectional questionnaires measuring employee engagement (Bailey et. al. 2015). It is also noticed that a number of different dimensions were used to measure employee engagement. Sack and Grumman (2014) have summarized these dimensions according to the use in research of engagement as follows; i. Absorption and attention ii. Cognitive engagement, emotional engagement and physical engagement. iii. Job engagement and organizational engagement. iv. Intellectual engagement, affective engagement and social engagement. v. Felt engagement, and behavioral engagement. vi. Vigor, dedication and absorption. However, such dimensions reflect the lack of consensus related to the meaning and definition of engagement. Therefore, concerns about measuring employee engagement are highlighted. The most used scale of measuring engagement is the ca...

   Developing a strategy of organizational engagement that organizations could develop a strong actions towards engagement. For example, organizations could adopt programs of effective leadership, positive organizational culture, supporting organizational values, management style that supporting employee well-being. This means, organizations must develop a holistic system of jobs those allow employees to participate to organization effectiveness through using their stock of knowledge and capabilities, such as; employee voice, resources and sufficient information. However, the following figure summarizes main process of the strategy. (Nabil M. Eljaaidi 201)    Developing a strategy of organizational engagement requires integrated and shared values of engagement among managers and clear and united vision of desired outcomes of engagement. However, such prerequisites should be linked with positive attitudes, so the outcomes would be clear management intervention and cle...