Organizational Engagement.
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) Work attitudes that refer to a set of strong beliefs of employees regarding their identification with, and involvement in, an organization (Eljaaidi, 2013). (2) Extra-role behaviors refer to the exerted behaviors that go beyond job-related activities, out of rewarding system, and related to effectiveness of the organization. (3) Motivation refers to the internal force, which directs and effects related and continuous set of behaviors. Motivation can be evoked either from the individuals (intrinsic) or from their workplace (extrinsic). However, motivation in this context is deemed intrinsic, that stems from the employee himself/herself. Feeling motivated is believed to reflect individuals’ self-e at work and their jobs are important for them (Naujokaitiene et.al. 2015; Balain and Sparrow, 2009).
References
1. Balain, S., Sparrow., (2009), “Engaged to perform: a new perspective on employee engagement", Lancaster, Lancaster University Management School.
2. Carasco-Saul, Marie. Kim, Woocheol. Kim, Taesung. (2015).“Leadership and Employee Engagement: Proposing ResearchAgendas through a Review of Literature”. Human Resource Development Review. Vol. 14(1) 38–63.
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. M.Nabil. Eljaaidi ( 2016 ) “Employee Engagement: Conceptualizations and work-Related Implications”https://www.researchgate.net /publication/328772874
5. Naujokaitiene, Justina. Tereseviciene, Margarita. Zydziunaite, Vilma. (2015). “Organizational Support for Employee Engagement in Technology-Enhanced Learning”. SAGE Open. October-December 2015: 1–9.
Hi Gamage, It is a well-developed one and agreed with the content. I would like to lay out here the information drawn from the published papers in order to strengthen this exercise.
ReplyDeleteAttachment to or identification with the organization as a whole is the focus of organizational engagement. Employee engagement was defined by The Conference Board in 2006 as the increased affinity that workers have for their company. When Robinson et al. (2004: 9) described engagement as "a positive attitude held by the employee towards the organization and its values," they emphasized the organizational component of engagement. This idea of organizational engagement is similar to the conventional idea of commitment.
As suggested by Saks (2006) and Balain and Sparrow, the most illuminating and beneficial definition of engagement is to acknowledge that it involves both job and organizational engagement (2009).
Good content for the organizational engagement Gamage. And also Employers and management consulting firms both view employee engagement as a desired organizational asset given the potential of greater levels of organizational performance(Farndale et al., 2014).
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