Employee Engagement.
Employee Engagement
Employee engagement is seen as positive attitudes and behaviors those improve organizational performance, in a manner that they interact together and support one another (Nabil M. Eljaaidi, 2016)It is about employees’ feelings of pride and loyalty working for the organization, being a great advocate of the organization to its customers, users and partners, exerting more efforts to complete their job duties. Furthermore, engagement is about utilizing staff’ opinions and knowledge to develop products, and by their organization (Nabil M. Eljaaidi, 2016) Thus, it is about being innovative at workplace. Employee engagement is a construct that contributes to the effectiveness, efficiency, productivity and growth of the organization. Nevertheless, engagement is seen as organization’s actions that are consistent with the organization’s values. Employee engagement is relatively modern concept for HRM. Empirical research highlighted that engagement is a concept that presents a framework that includes the famous constructs of job satisfaction, commitment, and motivation and citizenship behaviors (OCBs) due to its validity and ability to describe work more efficiently (Shuck et al., 2011; Armstrong, 2012).
Employee engagement comprises three components; work attitudes such as commitment, extra-role behaviors and motivation (Nabil M. Eljaaidi , 2016 )it is believed that employee engagement is associated with discretionary behaviors at work. Such behaviors refers to variety of activities and efforts those are voluntary, not rewarded and not job-related behaviors (Eljaaidi, 2013). They include; care, cooperation, innovation and productive behaviors at work. These behaviors have huge effect on job performance and help with higher organizational performance. However, although these behaviors are difficult to define, monitor and control, there is no way to avoid them at work, as they are connected with social interaction at work (Siddiqi, 2015; Armstrong, 2012).engagement is a two-way mutual process between the employee and the organization. The two-way relationship between organization and employee points out that there are individual and organizational efforts must be exhibited by both sides. Further, engagement is interpreted as individual passion and the willingness to invest oneself and expand one’s extra-role effort to improve the effectiveness of the organization. Therefore, engagement is seen as a concept that exceeds a simple satisfaction or a basic loyalty to the employer (Markos and Sridevi, 2010). Even though employee engagement has invited researchers to investigate its nature, its meaning is still academically and practically ambiguous. For example, the term is used in many interpretations to refer to psychological states, traits, and behaviors as well as their drivers and performance related results. Based on the relevant literature, engagement could be interpreted according to different types, namely (Nabil M. Eljaaidi , 2016 )
(a) Psychological state engagement;
(b) Behavioral engagement; and
(c) Trait engagement (Macey and Schneider, 2008). Furthermore, and absorption” (Armstrong, 2012, p145)
In addition, engagement has been defined as “involves a holistic investment of the entire self in terms of cognitive, emotional, and physical energies” (Rich et.al. 2010, p 97). Additionally, other researchers defined engagement as “as the cognitive, emotional, and behavioral energy an employee directs toward positive organizational outcomes” (Alagaraja and Shuck, 2015.p18). However, definitions above can take many forms of action at workplace and then their definitions could take many perspectives.
References
1. Alagaraja, Meera. Shuck, Brad. (2015). “Exploring Organizational Alignment-Employee Engagement Linkages and Impact on Individual Performance: A Conceptual Model”. Human Resource Development Review. Vol. 14(1) 17–37.
2. Armstrong Michael., (2012), “Armstrong’s handbook of management and leadership”, KoganPage, 3rd ed, London.
3. Eljaaidi, N., (2013), “Commitment and Organizational Citizenship Behaviours in the Libyan Banking sector; Insightsfrom managerial and non-managerial employees- an Interprtivist exploration”, PhD thesis, University of Hull.
4. Macey, William H. and Schneider, Benjamin., (2008) “The Meaning of Employee Engagement”; Industrial and Organizational Psychology, Volume 1, Issue 1, pages 3–30.
5. Markos, Solomon. Sridevi, Sandhya., (2010), “Employee Engagement: The Key to Improving Performance”, International Journal of Business and Management, Vol. 5, No. 12
7. M.Nabil. Eljaaidi ( 2016 ) “Employee Engagement: Conceptualizations and work-Related Implications”https://www.researchgate.net /publication/328772874
8. Naujokaitiene, Justina. Tereseviciene, Margarita. Zydziunaite, Vilma. (2015). “Organizational Support for Employee Engagement in Technology-Enhanced Learning”. SAGE Open. October-December 2015: 1–9. Rich, B. L., LePine, J. A., Crawford, E. R. (2010). “Job engagement: Antecedents and effects of job performance”. Academy of Management Journal, 53, 617–635.
Good approach Wikramasiri. Companies with a global presence that invests in its employees' self-esteem and provides quality coaching see a rise in employee engagement (Dhir & Shukla, 2019).
ReplyDeleteGood point Ishara. The role of organizational image in engaging employees and improving their performance. The study has explored the role of employees perception about the organizational image, and its linkage with the investment of employees energies into their work roles resulting in employee engagement (EE) and hence performance. Design/methodology/approach Adopting a model that was built on the basis of research conducted in the form of surveys. By using cross-sectional data and following a quantitative research method, the study collected data from 701 managers in India holding various positions, in different industries. The study has used Component-Based Structural Equation Modeling by Smart PLS. Findings The key findings of the study help employees as well as employers to have a thorough, comprehensive understanding to improve EE and their performance by creating a positive and consistent organizational image. Research limitations/implications This study will be very useful for employers and policymakers to understand the value of organizational image in engaging the workforce effectively. Aligning with the organizational behaviors theoretical support, this study yields some important and useful suggestions for managers to engage and retain their workforce in the present dynamic work environment. Originality/value The paper tries to focus on oneﻗ°ﻷs perceptions of the organization and its linkage between EE and performance. The positive perception of employees reflects that they identify themselves and feel connected with the overall vision of the organization.
DeleteGood article Wickramasiri. Furthermore, the study on employee engagement not only expands our knowledge in the theoretical development, but also offers managers practical insights in employee motivation and engagement. To know how to improve employee engagement is particularly important as some reports have shown a decline in employee engagement, and a deepening disengagement among employees (Bates, 2004).
ReplyDeleteAgreed Vidura ,It is a positive attitude held by the employees towards the organization and its values. Engaged employees are fully involved in, and enthusiastic about their work. They care about the future of the company and are willing to invest the discretionary effort –exceeding duty’s call – to see that the organization succeeds. They are emotionally connected to the organization and cognitively vigilant. Kahn (1990)
DeleteAgreed on the content Gamage. Further, Any firm needs its employees to function effectively but keeping them on board is difficult given the high levels of absenteeism and turnover (Reijseger et al., 2017). Companies should understand how crucial it is to keep their workforces more engaged to continually work to increase employee involvement and provide better results and bigger financial returns (Richman, 2008). Employees that are motivated are more likely to complete their task, and they frequently exhibit more devotion to the company's beliefs and objectives (Akanpaadgi & Binpimbu, 2021)
ReplyDeleteGood comment Romeda, The figures obtained confirmed the positive relationship between employee engagement and organizational performance. The good performance of the Upper East Regional Health Directorate was found to be influenced by the effective engagement of the staff (Akanpaadgi & Binpimbu, 2021)
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Great article Gamage, furthermore Employee engagement has been conceptualized in different ways, for example, according to Men (2015), it is the positive attitude held by the employees toward the organization and its values. The level of employee performance is highly determined by the level of commitment an employee has toward their organization and its values (Selvarasu & Sastry, 2014). An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organization (Ologbo & Sofian, 2013).
ReplyDeleteAgreed Chathuri, Engaged employees have a positive attitude and have work-related state of mind characterized by vigor, dedication, and absorption and these make the employees psychologically present at work, which minimizes their possibility to do work related mistakes and errors. Gichohi (2014) explains that there is positive relationship between employee engagement and employee performance through increased commitment and this is because, engaged employees experience positive emotions which broadens their thinking, leading them to become more attentive and absorbed in their work. (Shantz et al., 2013).
DeleteGood content to read. Further, the significance of employee engagement is that it is at the heart of the employment relationship. It is about what people do and how they behave in their roles and what makes them act in ways that further the achievement of the objectives of both the organization and themselves. Research reported by Watkin (2002) found that there were considerable differences in value-added discretionary performance between ‘superior’ and ‘standard’ performers. The difference in low complexity jobs was 19 per cent, in moderate-complexity jobs 32 per cent and in high-complexity jobs 48 per cent.
ReplyDeleteGood comment Derrick William ,Constructs important to understanding engagement and disengagement at work are meaningfulness, safety, and availability. Meaningfulness is defined as the positive “sense of return on investments of self in role performance” (Kahn, 1990, p. 705)
DeleteGood Article Gamage, Employee engagement is a physical and psychological condition that is related to work cognitively, emotionally, and behaviorally in order to achieve the organization's goals. Employee engagement refers to things that are positively effective when it comes to carrying out work with vigor, dedication, and absorption. This sense of engagement is a cognitive, emotional, and behavioral condition of the individual directed towards organizational goals. Employee engagement is defined as an individual's positive attachment, commitment, and loyalty to one or more lines of work, or the individual's positive psychological state regarding their work (Satata, 2021)
ReplyDeleteAgreed Zacky, The results of the literature review show that employee engagement has an influence on individual work performance so that organizational goals can be achieved.
DeleteGood Post wickramasiri, When a person has invested in their work, they might be professional. The quality of the work produced increases with more employee involvement. In addition, the effects of cognitive, emotional, and physical circumstances on labor must be taken into account (Khan, 1990).
ReplyDeleteEmployee engagement is so important to all organizations because having effective strategies in-place helps create a better work culture, reduce staff turnover, increase productivity, build better work and customer relationships, and impact company profits (Walters & Rodriguez, 2017).
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