“Companies need to move past
their outdated reliance on carrots and sticks. For creative, 21st-century work,
companies are better off ensuring that people have ample amounts of autonomy
and that their individual efforts are hitched to a larger purpose.”(Wilhelm,
2013, p.178)
INTRODUCTION
‘When employees work on, values, talents, and aspirations aligned with
the company’s goals and mission. When they emotionally contributed to the organization
and the work. Further more employees motivated to voluntary contribute for
organization success’ (Wilhelm, 2013)
DEFINITIONS OF EMPLOYEE ENGAGEMENT
'Employee engagement is combination of job satisfaction, motivation
and commitment from employee towards the organization Growth.' Armstrong (2014). Defined engagement is employee involvement of
the task and work satisfaction as well as the willingness of the workers '
Gallup (2017).
DIFFERENT TYPES OF EMPLOYEE ENGAGEMENT
Employee
engagement divided in to three type as author Armstrong (2014)
suggested.
Gallup (2017) provided the detail survey information for each type of engagement type
what will be the percentage. Figure 1 Western Europe 71% employees are not engaged. Those people are low motivation are less
likely to support organizational goals or outcomes. Actively disengaged this
the second type of engagement type. Western
Europe, 19%
employees comes under this category. Those employees unproductive fateful at working
environment and likely to spread negativity to other coworkers. Third types of
this engaged employee call as engaged. Western Europe, 10% of employees fall under
this category. This employee’s work with the passion towards success of the organization.
They were more into the innovation and productivity.
Figure 1
: Types of employee engagement
(Source: Krueger and Killham, 2006)
MODEL OF EMPLOYEE
ENGAGEMENT
IES Model Of employee
This model of engagement created by the Institute for Employment Studies
(IES) . ‘Engagement may be considered having three covering components Commitment,
motivation and citizenship behavior (OCB) ‘Armstrong et al, (2010) ; Armstrong,
(2014) is shown in Figure 2.
Figure 2 : IES Model Of employee engagement
(Source: Armstrong, 2014)
INCREASING ENGAGEMENT WITH IN ORGANIZATION
This allow how to introduce and implemented employer engagement in an
organization. This implementation has few agreed steps, and there are more
alternate approaches presented in terms of how engagement is distributed. As
author Phillips (2016) explain nine step of engagement model that gets engaged
into the company with a continuous motivation on the business involved in the
engagement process. This Employee engagement process starts with the business
in the beginning and finishes with determining the impression on the business
in a rational way. The model is in a circular way and it rolls over and over
again because it never ends, consultants need to constantly be gathering data
to view how it works and making changes when it is not an order. Figure 3: Will
elaborate the nine sections of this model.The
beginning purpose with any method is alignment to the business, and engagement
ought to be no same. Understand business wants and business worth is that the main
point that management need to have a look.
Figure 3: Engagement Model
(Source: Phillips, 2016)
DEFINE AND EXPLAIN EMPLOYEE ENGAGEMENT
“DEFINITIONS OF EMPLOYEE ENGAGEMENT given with starting paragraph”
IMPLEMENT POLICIES AND PROGRAMS TO DRIVE ENGAGEMENT
When an organization (Pearson) interview and select people they
grantee new people also has the same kind of organizational culture and values.
One of our values is Accountable If someone come to the negative side of
accountable, Even he is good with technical, company will not select that
person due to the organization (Pearson) cultural is not fit for that person's
attitude (Rothman 2013)
Once
the engagement is clearly defined and the depth of work that alien with the
clearly define and describe. The outcome of the survey is the established
awareness of the employees. Fist survey done to expose the current status of
the employee engagement, Output of current survey reports used to come up with new
decision to improve the engagement in within the organization. This will
become a main process tool to
increase the engagement each year by changing the decision according to the out
of this survey result. The
Organization also can implement learning and training programs to support
organization value. Way of learning is can do in multiple way Online training
program, Online training portal and lecturing.
DESIGN WORK TO FOCUS ON ENGAGEMENT
This is the massive part of this process. This will confirm that naturally
works enable think and the empowered. This can be unsatisfying for employees’
asked to engage more, but they might still work on the old work standard and
description accordingly In such situations some of the management task need to comes, in a way to overcome the issue face once changes taken place. Management function given below..
Planning
Organizing
Leading
Controlling
Old management of this in an organization is controlling this take by
manager, relevant Leaders and supervisors, Employees also only work according
to the job description not more than that. When thinking from the engagement
viewpoint they have to work in SMART way. What is required to do material or
knowledge and Do with more productively with good quality outcome. The employer
also has ability have control over this process toward the successful output.
DESIGN WORKSPACES TO ENABLE ENGAGEMENT
In Organization Employee workspace change private office, partitions room
change the desk location by rotation and no dedicated desk location and treadmill
desks.
Figure 4: Type of employee work-space
(Source: liquidspace.com, 2018)
Today
more than 70 percent of employees work in an open-space environment (Phillips
et.al, 2016) with this Open office few concern will come up privacy and
interrupt frequently. Figure: 4 will elaborate how the seating arrangement
affected the employee or team productivity. Outcome it differs according to the
workspace.
Figure 5: Flexible seating vs Open office plan.
(Source:
Waber, et.al,
2014)
Teamwork is a
significant segment of engagement, and it comes under an essential value for organizations
trying to motivate high performance and innovation at given time (CCIM
Institute 1999).
Design Alternative Work Systems to Maintain Engagement
These days new trend in organizations is full time (permanent staff)
employee working from home (WFH) this process will benefit to an organization
and the same time to the employee also. The organization will get power saving,
other metrical saving and other side employee will have safer and healthier
work place might no transportation cost also. Even employee work from home, he
will able to deliver the same output as the office workspace. One of another
factor that enable engagement is flex time to work. They can come to work in
the early morning and leave early. Another one is working extra hours and get
more half day off or day off per week. As organization, there should be a way
to calculate the employee work related activity before engage this work system
to organization.
INVOLVE TOP EXECUTIVES IN THE ENGAGEMENT PROCESS
Work of the top executive is very impotent to the business, but mainly
with engagement.
Organization managers are enthusiastic to step forward and promised
work, time, and strength to ensure that engagement taken place within the
organization. This contains several areas
‘Commitment, Communication, Involvement,
Recognition, Support, Long-Term Thinking, Reference’ (Phillips, 2016)
EMPOWER MANAGERS AND LEADERS TO BUILD ENGAGEMENT
The Managers who are in the first level have the key power to enable
or break the engagement. They have to get ready for this situation for that
start the learning program and discussion should take place within the own team
member in the organization. This will enable good visibility, awareness and
skill development within the team. This process will enable successful
engagement.
The first level manager has become an example for team member to
ensure employees are authorized to support decision making and accountability.
During this process work manger has to clearly explain how this engagement work
within the organization. Feather more first level leaders are doing the other
critical part because they are the one has to use all the support tool to
enable engagement. From the top level HR managers will introduce the different
tool to and process to identify and monitor engagement. Even this difficult
managers are accountable for this activity.
MEASURE THE PROGRESS AND IMPACT OF ENGAGEMENT
Engagement process Measurement will lead to several issues. Even
though it has issue have to start with annual survey. This survey should have
several facts to make it successful those facts listed below.
Get the input from evaluating people, but also need to plan this
clearly.
Data gathering mush be confidential.
After the survey taken place need take action plan to improve the engagement
OUTCOME OF THE ENGAGEMENT
The employee engagement evaluated by the surveys program. One of the
surveys done by Wilhelm (2013) outcome is mention below.
Once employee engagement increased below thing will take place.
Profitability 16%
Productivity 18%
Customer loyalty 12%
Quality (Low defects) 60%
Feather more company share price grow up and shareholder get benefit
out of that.
Below thing decreased with high engagement.
Safety incidents 49%
Absenteeism 37%
Less employee fraud and theft.
‘Fewer Equal Employment Opportunity
(EEO) complaints.’ Marciano (2010)
FACTORS THAT AFFECT 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) listed the following drivers:
Job challenge – Difficult jobs offer a chance to support,
develop, and learn skills applicable to the work environment. Employees want
work and experiences difficult jobs which such jobs, increase Employees and
organizational efficiency
Autonomy – the freedom or flexible, flexibility of employee’s
hours at office. Employee allowed to work from home when they required.
Diversity – Employee allowed to
work in different areas and engaged in different activities to utilize
different skills which will ultimately improve the interest their job.
Feedback – Provide employees valid and clear update about their
performance to improve their effectiveness.
Fit – Current Organization culture compatibility between an employees
and employees work environment.
Opportunities for development – Employees required to seen
their carrier path growth with in the organization for next few years. This can
be the organization growth and the personal growth.
Rewards and recognition – Method an organization taken place to
compensate employees, increased employee engagement and encourage behaviors
that lead to organizational success
Employee engagement in global context
Pearson
PLC is a mother company of pearson Lanka. Pearson PLC has more than 32,500 employees
across 70 countries. Pearson is world’s largest learning companies with
educational contents, assessment range of teaching and learning materials.
Figure 6: Plan for employee engagement survey in 2016
(Source: Pearson
Annual report and accounts, 2017).
In the year 2017 organization
follow up the plan which proposed by 2016 and they have arranged health survey
to understand how to increase the performance in 2017 below findings and action
taken place as in the figure 7
Figure 7: Key
finding and action taken in 2017
(Source: Pearson Annual report and accounts, 2017).
End of year 2017 executive committee again conduct engagement
survey and they have seen successful improvement in people engagement KPI. In
the year 2016 people engaged KPI outcome display in figure 8. In
the year 2017 after the Action Plan taken KPI has been reached 100% and in the
figure 9.
Figure 8: Outcome of the 2016 people engagement report in Pearson.
(Source: Pearson
Annual report and accounts, 2016).
Figure 9: Outcome of the 2017 people engagement report in Pearson
(Source: Pearson
Annual report and accounts, 2017).
Another examples of the successful people engagement taken
place is at Dialog Axiata PLC. Dialog Axiata PLC Sri Lanka’s leading
mobile telecommunication provider. Dialog improving services, product and
coverage using keen process. Employees in Dialog encourage improved current
Technology, new innovative solution and new product to the business. They have started
new campaign Call ‘service from my heart’. With this campaign they were able to
build employee motivation, teamwork and trust. They have started this campaign
in 2014 and they have won the awards, category of employee engagement program
of the Year at Asian Customer Engagement Forum - HR and CSR Awards (Anon.,2017).
CONCLUTION & RECOMMENDATION
Finally, in conclusion effective way of implementing engagement
strategy can be started with organization highest position. After a set of
guidance has delivered by the top level, critical part will come to first level
of managers because they are the one who most of the time work with employees
at the bottom level.
Referencing
Anon.(2017)
Dialog bags two regional Gold awards at Asian Customer Engagement Forum.
[Online] Available at: http://www.dailymirror.lk/article/Dialog-bags-two-regional-Gold-awards-at-Asian-Customer-Engagement-Forum-138710.html
[Accessed on 26 Dec 2018].
Armstrong, m And Taylor,
s.(20014) Armstrong’s Handbook Of Human Resource Management Practice. 14th
ed. India. Kogan Page Limited,p.196.
Armstrong, M, Brown, D and
O’Reilly, P (2010) Evidence-based Reward, London, Kogan Page
Armstrong,m.(2014) Armstrong’s
Handbook Of Human Resource Management Practice. 14th ed. India.
Kogan Page Limited
Armstrong,m.(2014) Armstrong’s
Handbook Of Human Resource Management Practice. 14th ed. India.
Kogan Page Limited, p.195.
Ben Waber,
Jennifer Magnolfi and Greg Lindsay, "Workspaces That Move People,"
Harvard Business Review (October 2014),
https://hbr.org/2014/10/workspaces-that-move-people.
CCIM Institute.
1999. “Ten Trends in Office Design.” CIRE Magazine, March-April. www.ccim.com/cire-magazine/articles/10-trends-office-design.
Crawford, E R, Rich, B L,
Buckman, B and Bergeron, J (2013) The antecendents and drivers of employee
engagement in (eds) C Truss, R Deldridge, K Afles, A Shantz and E Soane,
Employee Engagement in Theory and Practice, London, Routledge, pp 57–81.
Gallup. (2017) State of the
Global Workplace. 1st ed. New York, Gallup Press
Krueger, J.,
& Killham, E. (2006). Who's driving innovation at your company? Retrieved
November 26, 2018, from Gallup News Business Journal, Sept. 14: http://news.gallup.com/businessjournal/24472/whos-driving-innovationyour-company.aspx
Marciano,p.(2010) Carrots and
Sticks Don't Work: Build a Culture of Employee Engagement with the Principles
of RESPECT. 2nd ed. McGraw-Hill.
Marciano,p.(2010) Carrots and
Sticks Don't Work: Build a Culture of Employee Engagement with the Principles
of RESPECT. 2nd ed. McGraw-Hill.
Pearson Annual report and accounts (2016) The future of
learning: Pearson Annual report and accounts 2017 [online]. London: National
Health Service. Available at: < https://www.pearson.com/content/dam/one-dot-com/one-dot-com/global/standalone/annual-report-16/01_Pearson_AR16_FULL.pdf>.[Accessed
on 26 December 2018].
Pearson Annual report and accounts (2017) The future of
learning: Pearson Annual report and accounts 2017 [online]. London: National
Health Service. Available at:
<https://www.pearson.com/content/dam/one-dot-com/one-dot-com/global/standalone/ar2017/PearsonAR17_Full_Annual_Report.pdf>.[Accessed
on 26 December 2018].
Phillips, (2016), Engagement
Model [ONLINE]. Available at: Https://www.safaribooksonline.com/library/view/measuring-the-success/9781607280095/OEBPS/c01.htm
[Accessed 7 December 2018].
Phillips, P., 2016. Measuring
The Success Of Employee Engagement: A Step-by-step Guide For Measuring Impact
And Calculating Roi. Association For Talent Development.
Rothman, J. (2013). Hiring Geeks That Fit. 1st
ed. [ebook] Pragmatic Bookshelf. Available at:
https://www.safaribooksonline.com/library/view/hiring-geeks-that/9781680501353/chap03.xhtml
[Accessed 7 Dec. 2018].
Types of
employee engagement (2016). Businessjargons[Online Available at:< https://businessjargons.com/wp-content/uploads/2016/06/Types-of-employee-engagement.jpg
>. ]. [Accessed on 7 December 2018].
Wilhelm,k.
(2013) Making Sustainability Stick: The Blueprint for Successful Implementation.
1st ed. New Jersey, Pearson Education,inc
Wilhelm,K.
(2013) Making Sustainability Stick: The Blueprint for Successful
Implementation, Premium Edition. 1st ed. New Jersey, PH
Professional Business
International Survey Research (ISR) defines employee engagement as ‘a process by which an organization increases commitment and continuation of its employees to the achievement of superior results’. The ISR separates commitment into three parts: cognitive commitment,affective commitment and behavioral commitment. In other words, the three dimensions are:think, feel and act.
ReplyDeleteI am agreed with your statement further more output of employee engagement performance results such as high productivity, customer satisfaction, profitability, revenue, attendance, patient safety incidents and quality (Reilly, 2014).
DeleteIn addition engaged employees with their emotional and intellectual commitment intend to make success of the organisation. Having more experience they put more effort to meet the objectives of the organisation and carried out (The Work Foundation cited at IDeA, 2008).
ReplyDeleteThanks you for sharing the update. I accept with your comments. Armstrong, (2014) said that employee engagement is mixture of job happiness, inspiration and assurance from employee towards the organization's successes.
DeleteMacLeod and Clarke (2009) suggest that in order to enhance employee engagement leaders need to: express the organisation’s vision clearly; provide a clear line of sight; and develop an open and transparent culture. They propose that line management needs to: provide autonomy and empowerment to their employees; provide development opportunities; clarify expectations; treat employees fairly and with respect; offer coaching, feedback and training; and ensure work is effectively and efficiently designed.
ReplyDeleteIn addition to your comment Phillips et.al, (2016) said that leadership comes under the drivers of the engagement it is effective at growing the business gain employee’s confidence and assurance acts consistent with the organization’s core values. Transforms the organization to achieve the vision and adapts to altering inside and outside conditions.
DeleteHi Pubudu, As per the infrastructural point of view, Leaman and Bordass (2005) describe noise as the issue that workers would most like to be able to control. The reduction in walls, screens, and acoustical materials, in addition to increased numbers and groups of employees occupying a single space, can give rise to greater noise than would be experienced in single or low occupancy offices.
ReplyDeleteI agreed with your comment above because Waber, et.al, (2014) he has mentioned that Group performance and team productivity can increase if the office arrangement open plan. Furthermore, private seating location will increase the individual performances and will work on the deadline.
DeleteThe quality of leadership exercised by line managers is an important driver of employee engagement. Hakanen et. al (2006) established through their research that supervisory support is positively related to employee engagement as is involvement in decision- making and day-to-day control over tasks and schedules.
ReplyDeleteThank you for the valuable comment. Furthermore one of the drivers of the engagement is leadership. It is effective at growing the business gain employee’s confidence and assurance acts consistent with the organization’s core values (phillips et.al, 2016)
DeleteEmployee engagement was introduced as the most significant strategy of operations by Gebauer and Lowman (2008), and was also mentioned that, employees who perform at the highest level is the best asset, provided that employees do their best, only if engaged.
ReplyDeleteAccording to Finney, (2010) I accept your comment. Finney, (2010) said that company that has the highly engaged organization culture continued growth and the profitability.That company that has the low engaged organization culture declines in market performance.
DeleteAdding more to what you have explained in the blog, enhancing engagement is also a valuable part which did not discussed above. Enhancing engagement is a non-stopping process which creates meaningful and emotional bonding with work. Moreover, it does not make only happy employees with full incentives/salaries as well as creating employees who enjoyed working in the organisation with a higher retention level (Towers Perrin (2003). Line managers played an important role in facilitating participation and providing clarity of purpose, assessing goals, and employee effort and contribution (Armstrong, 2016). Motivation is another element in employee engagement and if the employees are unsatisfied and not respected they will leave the organization (Comaford, 2018) However engaged employees results in sustainable competitive advantage (Pandey, 2013).
ReplyDeleteAccording to Finney, (2010) I accepted your comment. Finney, (2010) said that company that has the highly engaged organization culture continued growth and the profitability. That company that has the Low engaged organization culture declines in market performance.If the company has 60%, 100% engaged employees report an average total owner return of 20.2%. But companies with less than 40% engage employees show a –9.6% return
DeleteIn the current world Some employees seek short term careers in diverse organizations with the expectation that they will pledge for the short‐term and move on from jobs that are not satisfying, or merely use experience gained in one role as a stepping stone to another job (Bates, 2004). Organizations want employees to put in extra energy and generate innovative ideas to improve services and save money (Skapinker, 2005). Managers need to recognize this shift and refrain from using an autocratic management style, which is likely to disengage employees who seek more cooperative and empowering management, and inhibit innovation and a willingness to exert extra effort (Bates, 2004).
ReplyDeleteIn addition to what you have mentioned above defined engagement is employee involvement of the task and work happiness as well as the willingness of the workers ' Gallup (2017).Employee engagement is arrangement of job satisfaction, motivation and commitment from employee to the organization Development.' Armstrong (2014)
DeleteLeamy (2017) details four key to building an engaging culture, they are 1) use employee experience journey mapping 2)get all functions involved in generating talent magnetism 3)be honest what employee should expert-an deliver on it 4)learn, explore and adapt.
ReplyDeleteFacts that affect the engagement are opportunities for development employers in the organization required to see their carrier path improvement inside the organization that will become one of the motivation to work according to the plan goals. That will beneficial from both parties organization and the personal.(Crawford et al, 2013)
DeleteIn addition , the employee engagement requires a proper leadership through focusing on a clear mission, vision and values by the line managers and further it is discussed that an effective recruitment and orientation programs are the first instance of the first day of an employee (Markos & Sandhya, 2010).
ReplyDeleteThank you for the valuable comment. I accepted because one of the drivers in engagement is leadership. It is effective at growing the business gain employee’s confidence and assurance acts consistent with the organization’ culture (phillips et.al, 2016)
DeleteAccording to Markos & Sandhya (2010) when employees are engaged with passion, it will motivates through that extra mile. In other words, they will give the unrestricted effort in jobs.
ReplyDelete
DeleteThank you for the valuable comment. Wilhelm (2013) mentions that one of the outcomes of engagement is customer loyalty and with that employee will work for the extra mile
According to Buckingham and Coffman (1999) the origin of the term ‘employee engagement’ still lingers elusively without definite answers though believed to be first used by Gallup organization in the 1990's. The term has been inter-changeably used with ‘worker engagement’ even though employee engagement is perceived to be more concerned with relationship relative to the organization whereas, worker engagement involves relationship with one’s work (Bordia et al, 2008).
ReplyDeleteThank You, Nalin for the comment in addition to what you said worker engagement is has defined in Thomas, (2009) individual employees engaged in the tasks to the degree that they are self-managing those tasks
Delete
ReplyDeleteEngagement is more difficult for employees to fluctuate their performance of job given that performance is frequently assessed and utilized as the reason for pay and other managerial choices. Along these lines, employees are bound to exchange their engagement for resource and advantages given by their organization (Saks 2006)
Hi, accepted what you have mentioned. employee performance will change to three types of employee engagement. Engaged Employees, Not Engaged Employees and Actively Disengaged Employees. From this Engaged Employees are the most valuable asset for the company. Because of them, company profit goes high (Krueger and Killham, 2006)
DeleteHi Pubudu, as you conclude, the top management and the immediate management layer to the top management has a lot to play in the employee engagement as Zhang and Gan (2005) says, the support, sense of fairness, interpersonal consumption, and the way conflicts are getting resolved have a major influence on employee engagement.
ReplyDeleteHi Achintha, Yes that is true . As author Phillips (2016) explains nine steps of engagement model that gets engaged in the company with a continuous motivation on the business involved in the engagement process. This also explained top management has lots of work to be done when they go with these nine steps.
DeleteThis comment has been removed by the author.
ReplyDeleteHi, to add to your list, Another definition of Employee engagement is “the level of an employee’s psychological investment in their organization.” (Aon, 2017,p. 2).Would like to know your idea about it ?
ReplyDeleteHi Mark, Thank you for asking my thought about this. What I noted in Kahn (1992) an employee approaching an organizational object with full psychological concentration is called engagement.
DeleteIt could be added as The employees are like free agents. There are free to move from one job to another. Therefore the leaders should be able to create an environment which gives respect, creativeness and passion. A good leader will be able to ensure strong transparent and explicit organizational culture which would lead to positive climate where positive engagement would be created (MacLeod and Clarke, 2009).
ReplyDeleteAs author Phillips (2016) explains few steps of how to enable engagement in the organisation in the company with a continuous motivation on the business involved in the engagement process. This also explained top management to team leader has lots of work to be done to enable high engagement with the employee. The organization must work to develop and nature engagement, which requires a two-way relationship between employer and employee
Delete(Robinson et al., 2004)
Would also like to add as Due to employee engagement there could achieve positive business results, increased customer satisfaction, growth and the profitability, increased productivity and lesser accidents (Harter et al. 2002; Schaifeli et al 2002; Saks, 2006).
ReplyDeleteThank you for sharing suggestion about the outcome of employer engagement for an organization engagement is a powerful influence towards the achievement, driving bottom‐line value and facilitating organizational coordination and increased performance in running change initiatives (IES, 2009).
DeleteHi Pubudu,
ReplyDeleteOther than what you have interpreted, emotional aspects like rationality also come into the picture in the discussion about drivers of employee engagement as they are linked to personal satisfaction and sense of inspiration. Family stress, work related stress and personal relationships also impact how engaged employees are (Saks, 2006). The impact of positive emotions on work engagement and self-efficacy was demonstrated using psychology interventions (Chandani, 2016).
Hi Tharika thank you for your comments. Furthermore into your comment When an individual has accurate passions he or she is able to believe in a more flexible, fair-minded way and are also likely to feel higher stability, cope more productively and be less defensive in the workplace (West, 2005)
DeleteHello Pubudu, Stairs et al (2006) also defined employee engagement as “the extent to which the employees thrive at work, are committed to their employer, and are motivated to do their best, for the benefit of themselves and their organisation”.Truss et al (2009) defined employee engagement as “Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organisation.
ReplyDeleteHi Nishad . I accepted what you have mentioned above. Furthermore to the Anon Hewitt Employee Module detail about engagement, the business impact of engagement and work-related involvement & its factor would lead to greater engagement (Aon, 2017).
DeleteHi Pubudu, as described by Ulrich and Brockbank (2005), the VOI2C2E framework can be taken as choices a which leader can make to increase the employee engagement;
ReplyDelete1). Vision: Clear sense of the future that engages hearts, minds and creates pride amount employees.
2). Opportunity: Offering chances to grow both personally and professionally.
3). Incentive: Fair compensation package included with salary, bonuses and other financial incentives.
4). Impact: As the employees are connected to Customer the work itself makes the difference.
5). Community: The social environment-being part of a team when appropriate.
6). Communication: Flowing information two-ways so that the employees are well informed.
7). Experimentation: Adapting working hours, dress code and other policies as flexible as they are needed to both the firm and the employee.
Hi, Prasad, I would like to add more into the vision and on Younger & Smallwood (2016) said VISION: Governors have a clear understanding of the future of the company, which engages hearts and minds and creates satisfaction among the people who work in the organization. employees know, understand and support the vision of the organization and their contribution to the vision. The work is significant and important, not just a job.
DeleteCheese (2014) identifies 5 things that matters in improving engagement. They are:
ReplyDelete1.Shared purpose.
2.Designing roles and organizations providing more autonomy to the employee by moving away from command and control management.
3.Ackowledge the importance of “Employee Voice”.
4.Promoting sustainable employee engagement by ensuring mental and physical well-being of the employees.
5.Ability of the organizational leaders to garner the trust of employees.
Furthermore in to your comments Wellins and Concelman (2005) said that employee growth and employee engagement it says that businesses can build learning cultures and have people development plants to be more connected with the employees and also many investigations show that by obtaining more knowledge and applying it to their day to day work employees make their job more creative and interested.
DeleteReilly and Brown (2008) noted that the terms ‘job satisfaction’, ‘motivation’ and commitment’are generally being replaced now in business by ‘engagement’ because it appears to have more descriptive force and face validity. Truss et al (2013:2657) suggested that ‘engagement may constitute the mechanism through which HRM practitioners impact individual and organizational performance’.
ReplyDeleteYes, Francis As Armstrong (2014)mention Employee engagement is the arrangement of job satisfaction, motivation and commitment from employee to the organization Development.'
DeleteHi,
ReplyDeleteHi,
It is observed that a strong link ties between high levels of employee engagement and positive discretionary behaviour or effort (Armstrong, 2010). Discretionary behavior is the way and the choice that the employee demonstrates while at work. It could be positive when the employee reaches the extra mile to achieve high level of performance and on the other hand a relaxed and disengaged employee will lead to reduction of efficiency which leads to negative discretionary behavior (Purcell et al, 2003).
Hi, I accepted your comments. Further, the more about the outcome of the employee engagement Markos & Sandhya (2010) also said that when employees are engaged with passion, it will motivate through that extra mile.
DeleteSome of the best companies share the key factor of obtaining the competitive advantage is engagement initiatives and practices which covers the entire organization performance. Moreover, According to the research conducted by Harvard Business Review Analytic Service from nearly 600 executives only 24% stated their employees are highly engaged (HBRAS, 2013).
ReplyDeleteAs Crawford et al (2013) mention one of the factors of employee engagement is the Opportunities for development employe required to see their carrier path growth within the organization for the next several years. This can be the organizational growth and personal growth. "The 70/20/10 model for learning and development is based on research conducted by the Centre for Creative Leadership which was described by Lombardo and Eichinger (1996)." (Armstrong, 2014, p292
DeleteWellins and Concelman (2004) suggest that “Employee engagement is the illusive force that
ReplyDeletemotivates employees to higher levels of performance. This coveted energy is an amalgam of “commitment,loyalty, productivity and ownership.” they further added that it includes, “feelings and attitudes employees have towards their jobs and their organization.
One of the other ways of enabling more engagement in the organization is to provide an employer flexible work environment and flexible hour to work. For some people that would be the most motivating factor. Some more facts available like incentive, recognition (Phillips et.al, 2016).
DeleteCommitment, Motivation and Organizational Citizenship Behavior are the main overlapping components of Employee Engagement. The model containing these components which are introduced by the Institute for Employment Studies (Armstrong, 2014).
ReplyDeleteHi Chandrika, Thank you for your comment. In my blog, I have already discussed this employee engagement model "IES Model Of employee "
DeleteI strongly agree on your points, There are few more factors enables to increase employee engagement such as
ReplyDelete• A culture of respect where good job is appreciated
• Feedback, counseling and mentoring
• Fair reward, recognition and incentive scheme
• Effective leadership
• Clear job expectations
• Adequate tools to perform work responsibilities
• Motivation (Mehta & Mehta, 2013)
Hi Aravindth, According to Crawford et al, (2013) below thing are the factors for the employee engagements.
DeleteJob challenge
Autonomy
Diversity
Feedback
Fit
Opportunities for development
Rewards and recognition
We bring the best indoor employee engagement activities to help team employees get to know one another. These indoor activities not only boost employee morale but also essential for their team building as well.
ReplyDelete