Employee Engagement
FACTORS AFFECTING EMPLOYEE BEHAVIOR
The meaning of Employee Engagement
Kahn ( 1990 : 894 ) defined Employee Engagement as ' The harnessing of organization members ' selves to their work roles; in engagement , people employ and express themselves physically , cognitively and emotionally during role performances '.There have been dozens of definition since the explosion of interest in the concept during the 2000s . Harter et al ( 2002 : 269 ) stared that engagement was 'the individual's involvement and satisfaction with as well as enthusiasm for work . A later definition was produced by Macey et al ( 2009 : 7 ) who defined engagement as ' an individual's purpose and focused energy , evident to others in the display of personal initiative , adaptability , effort and persistence directed towards organizational goals.
Alfes et al ( 2010 : 5 ) new engagement as having three core factors :
- Intellectual Engagement -thinking hard about the job and how to do it better
- affective engagement - feeling positively about doing a good job.
- social engagement - active taking opportunities to discuss work - related improvements with others at work .
The Components of Employee Engagement
The components of engagement are commitment, organizational citizenship behavior, motivation and job satisfaction.
Engagement and commitment
The concepts of commitment and organizational engagement are closely related, although Robinson et al (2004) stated that while engagement contains many of the elements of commitment it is not a perfect match. They suggested that it does not reflect sufficiently two aspects of engagement - its two-way nature, and the extent to which engaged employees are expected to have positive attitudes about their job. However, Storey (2007:8) referred to the concept of employee engagement as 'a term that broadly equates with the notion of high commitment'.
Yalabik et al (2013:2803) proposed that 'affective commitment' (ie and emotional attachment to, identification with and involvement with the organization) is an antecedent of work engagement.
Engagement and motivation
The motivation element in engagement is intrinsic. Macey et al (2009:67) commented that: 'When the work itself is meaningful it is also said to have intrinsic motivation. This means that it is not the pay or recognition that yields positive feelings of engagement but the work itself; They also pointed out that engaged employees 'feel that their jobs are an important part of what they are' (ibid: 127).
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Engagement & Organizational Citizenship Behavior
Organizational Citizenship Behavior ( OCB ) , as originally define d by Organ ( 1988 ), is employee behavior that goes above and beyond the call of duty and contributes to organizational effectiveness. It is discretionary and not explicitly recognized by the employing organization's formal reward system.
As little and little ( 2006 ) observed , OCB is an outcome of the attitudes of job satisfaction and organizational commitment is similar to the definition in the engagement literature of being respectful of and helpful to colleagues and willingness to go the extra mile or work longer hours, try harder , accomplish more and speak positively about the organization .They noted that this desirable behavior has been shown to be related more to the work situation than to individual dispositions.
Engagement and job satisfaction
Job satisfaction was defined by Locke (1976: 1304) as 'a pleasurable or positive emotional state resulting from the appraisal of one's job and job experiences'. Engaged employees are more likely than not to be satisfied with their jobs.
Job satisfaction, like commitment, is regarded by Yalabik et al (2013: 2805) as an antecedent of work engagement. It has been shown to be related to other attitudes and behaviors. Positively, it is related to organizational commitment, job involvement, organizational citizenship behaviours and mental health. Negatively, it is related to turnover and stress.
Drivers of employee engagement
To be able to do anything about engagement it is necessary to understand the factors that affect this - its antecedents and drivers. Crawford et al (2013: 59-62) listed the following drivers:
- Job challenge
- Autonomy
- Variety
- Feedback
- Fit
- Opportunities for development
- Rewards and recognition
Outcomes of engagement
Stairs and Galpin (2010) claimed that high levels of engagement have been shown to relate to:
- Lower absenteeism and higher employee retention;
- Increased employee effort and productivity;
- Improved quality and reduced error rates;
- Increased sales;
- Higher profitability, earning per share and shareholder returns;
- Enhanced customer satisfaction and loyalty;
- Faster business growth; and
- Higher likelihood of business success.
Enhancing employee engagement
Research conducted by Towers Perrin (2003) showed that enhancing engagement is a process that never ends and it rests on the foundation of a meaningful and emotionally enriching work experience. Furthermore, it is not about making people happy, or paring them more money. Important as pay and benefits are in attracting and retaining people, it was found they play a less significant role in engaging people their work. The elements found to be fundamental for engagement were strong leadership, accountability, autonomy, a sense of control over one's environment and opportunities for development.
Developing Engagement through Performance Management
Performance management processes define individual goals and responsibilities , offer feedback on performance and provide the basis for developing skills and planning career development . Although the organization can create a performance management system, Its effectiveness will depend on the interest and competence of line managers .
Measuring Engagement
Engagement surveys provide the basis for the development and implementation of engagement strategies . A review by Vance ( 2006 ) of a number of such surveys idetified the following common themes :
- pride in employer
- satisfaction with employer
- job satisfaction
- opportunity to perform well at challenging work
- recognition and positive feedback for one's contributions
- personal support from one's supervisor
- effort above and beyond the minimum
- understand the link between one's job and the organization's mission
- prospects for future growth with one's employer
- intention to stay with one's employer
Analysis , Assessment , and Action also important to inform employees of the results of the survey in full and involve them in assessing the results and agreeing actions.
Developing Engagement through Reward
Reilly & Brown ( 2008 ) asserted that appropriate reward practices and processes , both financial and non - financial and managed in combination ( ei a total rewards approach ) ca,n help to build and improve employee engagement , and their hardly designed or executed reward can hinder it.
conclusions
Keenoy (2013: 198) referred to the message delivered by employee engagement prescriptions as 'motherhood and apple pie' and suggested that the term engagement could be replaced by job involvement, empowerment, high performance management or 'any of the other putative solutions' to the problem of getting employees to be more productive. He argued that 'there are powerful generic echoes of McGregor's (1960) Theory Y'- the view that people are creative beings who under proper conditions will not only accept but also seek responsibility.
References
B A (2013) Work engagement as mediator between employee attitudes and outcomes, International Journey of Human Resource Management, 24 (14), pp 2799-823.
Keenoy, T (2013) Engagement: A murmeration of objects? in (eds) C Truss, R Deldridge, K Alfes, A Shanty and E Soane, Employee Engagement in Theory and Practice, London, Routledge, pp 198-220.
Rees, C, Alfes, K and Gatenby, M (2013) Employee voice and engagement: connections and consequences, International Journey of Human Resources Management, 24 (14), pp 2780-98.
Macey, W H and Schneider, B (2008) The meaning of employee engagement, Industrial and Organizational Psychology: Perspectives on Science and Practice, 1, pp 3-30.
Little, B and Little, P (2006) Employee engagement conceptual issues, Journal of Organizational Culture, Communications and Conflict, 10 (1), pp 111-20.
Organ, D W (1988) Organizational Citizenship Behavior: The good soldier syndrome, Lexington, MA, Lexington Books.
McGregor, D (1960) The Human side of Enterprise, New York, McGraw-Hill.
Vance, R J (2006) Employee Engagement and Commitment: A guide to understanding, measuring and increasing engagement in your organization, Alexandria, VA, SHRM Foundation.
Towers Perrin (2003) Working Today: Understanding what drives employee engagement, New York, Towers Perrin.
Thank you Kasun . Your question is appreciated . Increased self-respect: Taking pride in your work can boost your self-esteem. People who take pride in their work may be confident in their own abilities to provide value to others. Increased productivity: Positive feelings towards your job can help you accomplish more while at work It creates a stronger, better, more engaged workforce. In fact, Great Place To Work® research has found that when employees feel proud to work at a company, they are: 6 times more likely to endorse their workplace to others. 2 times more likely to want to stay with the company for a long time.. Respect reduces stress, maximizes productivity and collaboration, increases employee satisfaction, and creates a fair work environment. These factors lead to less employee turnover, improved staff performance, and reduced time and costs spent on training and onboarding.
ReplyDeleteThe risk of burnout, differences in engagement levels among jobs and industries, and individual differences in engagement levels are some potential drawbacks or difficulties associated with work engagement. Employees who are overly engrossed in their work run the risk of burnout, which can lower motivation and productivity. Also, there are disparities in work engagement between different job types and industries, and these variations can make it difficult for employers to encourage and maintain high levels of engagement among their workforce. Employers should be aware of these difficulties and aim to foster an atmosphere at work that encourages healthy levels of participation while avoiding any negative effects
ReplyDeleteThank you for your comment Manoj . Employee engagement is a human resources (HR) concept that describes the level of enthusiasm and dedication a worker feels toward their job. Engaged employees care about their work and about the performance of the company, and feel that their efforts make a difference.
DeleteEmployee behavior is defined as an employee's reaction to a particular situation at workplace. Employees need to behave sensibly at workplace not only to gain appreciation and respect from others but also to maintain a healthy work culture. One needs to adhere to the rules and regulations of workplace.
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ReplyDeleteSeveral factors can influence employee behavior in the workplace. One such factor is the organisational culture and climate, which encompasses the values, norms, and beliefs of an organisation (Denison, 1990). Research has shown that employees are more likely to exhibit positive behaviors, such as following safety protocols, when they perceive a strong safety culture and supportive climate within their organisation (Zohar, 2010). Another factor is leadership style, as supervisors and managers play a crucial role in shaping employee behavior (Bass, 1990). Transformational leadership, characterised by inspirational and supportive leadership behaviors, has been found to positively impact employee behaviors, including safety compliance (Hofmann et al., 2003). Additionally, individual factors such as personality, motivation, and experience can also influence employee behavior (Furnham, 2005). For instance, employees with high levels of self-efficacy and intrinsic motivation may be more likely to engage in safe behaviors (Bandura, 1997). Thus, a combination of organisational culture, leadership style, and individual factors can significantly impact employee behavior in the workplace (Denison, 1990; Zohar, 2010; Bass, 1990; Hofmann et al., 2003; Furnham, 2005; Bandura, 1997).
ReplyDeleteThank you for sharing information Lasni , Employee engagement improves work culture, reduces turnover, increases productivity, builds better work and customer relationships, and affects profits. High employee engagement also turns workers into your best advocates . Employee engagement refers to an employee's commitment and connection to their employer. The workers' level of engagement drives a company's success. High levels of engagement improve performance at all levels of the organization. They encourage long-term employee relationships as well as customer loyalty..
DeleteEmployee engagement is essential for any organization that wants to thrive in today's fast-paced and competitive business environment. As recent studies have shown (Smith, 2022), creating a positive workplace culture and providing opportunities for employee growth and development are crucial for keeping teams engaged and motivated. As a manager, I have also found that investing in employee engagement not only improves productivity and business results but also creates a supportive and fulfilling work environment for all. Thank you for sharing your valuable insights on this important topic
ReplyDeleteWithin this article, the author highlighted the importance of employee engagement and different aspects of engagement, I think it is important to discuss because employee engagement became a critical success factor for most organizations to achieve their overall business objectives. on the other hand, retaining capable and best-fit talents concept of employee engagement is highly important, further with globalization each business attempt to gain competitive advantages, then employee engagement became a necessary condition for attracting and retaining best-fit talents
ReplyDeleteThank you for sharing information Nelusha , Actually Good examples of employee engagement include employees showing up to work with a sense of purpose, a deep commitment to the organization, dedication to performing well, a collaborative attitude, good communication with co-workers and leaders, and the ability to give and receive feedback positively.
DeleteThe benefits of employee engagement are numerous. Engaged employees are more likely to stay with a company organization, leading to employee turnover rates and reduced costs associated with recruitment and training. They are also more productive, leading to increased profitability and growth.
ReplyDeleteThank you for your comment Gayan . Employee 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.
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