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EMPLOYEE ENGAGEMENT: THE KEY SUCCESS FACTOR
Abstract
An organization's success and profitability depends upon the performance of its employees. Business leaders know that a high-performing workforce is essential for the achievement of strategic business goals. Therefore, it is important that the employees are fully committed towards the organization's goals and are motivated to give their best efforts for achievement of these goals. Today, the companies have to survive the cut-throat competition and beat their competitors. Therefore, the physical and mental well-being of the employees becomes an important aspect which the HR managers need to focus on. The concept of employee engagement in the organizations is gaining importance. Employee engagement can be a deciding factor for an organization's success in today's competitive world.. High levels of employee engagement promote retention of talent, foster a sense of belongingness, improve organizational performance and increase the stakeholder value. Engaged employees are attached to the organization, enthusiastic about their work and take efforts beyond the employment contract. Thus, engaged employees can be seen as powerful source of competitive advantage. This paper provides a conceptual framework on employee engagement. Various drivers of employee engagement are discussed. The difficulties in measuring employee engagement are also analyzed. The paper also throws light on various strategies to be adopted for effective engagement.
... To optimize levels of engagement, organisations can implement a range of strategies. This encompasses fostering an inclusive and supportive work atmosphere, championing employee participation, acknowledging and rewarding meritorious contributions, and ensuring transparent communication pathways (Dhanda, 2015). Effective talent management practices, such as comprehensive onboarding processes, opportunities for career advancement, and robust performance assessment systems, also play a pivotal role (Lenny & Sutawidjaya, 2019). ...
EXECUTIVE SUMMARY This chapter examines the relationship between psychological safety and team effectiveness. Psychological safety is the perception and belief held by members of a team that interpersonal risk-taking is supported and encouraged in the workplace. A literature review was conducted to establish the relationships between psychological safety and employee engagement, satisfaction, performance, as well as team effectiveness in family businesses. The results showed that teams with a prominent level of psychological safety were significantly more effective than teams with a low level of psychological safety. Psychological safety has a significant effect on teams' performance and business effectiveness. This research holds that psychological safety is essential for team effectiveness and should be considered in building effective teams for innovative performance and sustainable competitive advantage in family businesses.
This study focused on employee engagement as a research endeavor in the industry using qualitative methods. Therefore, the purpose of this paper was to define the factors that affect employee engagement, as tested within the framework of Maslow's hierarchy of needs (MHN). In this study, key elements for measuring employee engagement was defined based on MHN. The priority of this study is to determine which factors and to what degree contribute to employee engagement in Maslow's five levels. In this qualitative study, engagement efforts and experiences were interpreted using MAXQDA 22 for thematic content analysis post-data collection. As a result of this study, a strong relationship relationship was determined between employee engagement and the influential factors of Maslow's five levels. The factors of employee engagement corresponding to the five steps are explained as 9 codes (key elements) and defined in the relevant step of the pyramid. There is a lack of applied studies in the literature on employee engagement, making this study original in that respect. In the analysis of employee engagement, a significant relationship was found between self-actualization and 9 key elements. These elements are Expectations, Materials, Recognition, Care, Development, Quality, Team, Progress, and Learn & Grow. The last step, to achieve self-actualization, all these elements must work together. As a result, this study concludes that MHN can offer valuable insights regarding employee engagement.
This study discusses how career influence, employee involvement, and compensation towards organizational Citizenship Behavior in PT Wika Intinusa Surabaya. This study aims to determine the effect of career, employee involvement, compensation on organizational Citizenship Behavior. The sampling technique in this study is to use the census method. Respondents in this study were 50 active employees in the city of Surabaya. The data analysis method uses multiple linear regression test, with SPSS v.1.8 software as an analysis tool. The results of this study indicate that the variable Career and variable compensation partially affects the Organizational Citizenship behavior, but in Variable Employee Engagement (Employee Engagement) less influential partially on Organizational Citizenship Behavior.
This study discusses how career influence, employee involvement, and compensation towards organizational Citizenship Behavior in PT Wika Intinusa Surabaya. This study aims to determine the effect of career, employee involvement, compensation on organizational Citizenship Behavior. The sampling technique in this study is to use the census method. Respondents in this study were 50 active employees in the city of Surabaya. The data analysis method uses multiple linear regression test, with SPSS v.1.8 software as an analysis tool. The results of this study indicate that the variable Career and variable compensation partially affects the Organizational Citizenship behavior, but in Variable Employee Engagement (Employee Engagement) less influential partially on Organizational Citizenship Behavior.
A model of career engagement is presented to help bridge the gap between career counselors' focus on supporting individuals to find meaningful work and employers' desire for an engaged, productive, and committed workforce.
Employee Engagement is a concept gaining significant importance in the past 10 years. Organization today use engaged employees as a tool for strategic partner in the business. The concept of employee engagement has now gained even more importance, since many drivers have been identified, which impact employee performance and well-being at workplace. As companies across industries strive to survive and rise above the stiff competition, physical and mental well-being of employees will be one of the important aspects that HR managers need to tend focus on. Hence, employee engagement is today seen as a powerful source of competitive advantage in the turbulent times. The study explores the concept of employee engagement and also throws light on key drivers of employee engagement by analyzing specifically three divers, namely communication, work life balance and leadership. This study will also analyze how these drivers impact the level of employee performance and well-being at workplace of the employees. The available literature on drivers of employee engagement indicates that there is paucity of literature on these three drivers and their impact on employee engagement. Thus, we focused on these three specific and less researched drivers
This paper reviews the literature in the domain of Work-Life Balance. It accentuates the importance of broadening the current narrow focus which looks at balance, primarily between "work" and "family". The paper proposes a conceptual model to be tested empirically. The construction of a robust scale for measurement of Work-Life Balance is emphasized. The proposed model focuses on the correlates of Work-Life Balance construct and its relationship with other variables such as employee engagement, emotional consonance/dissonance and turnover intention. Theoretical and practical implications of research in this domain are discussed with a focus on areas for future research.
Employee engagement is a vast construct that touches almost all parts of human resource management facets weknow hitherto. If every part of human resources is not addressed in appropriate manner, employees fail to fullyengage themselves in their job in the response to such kind of mismanagement. The construct employeeengagement is built on the foundation of earlier concepts like job satisfaction, employee commitment andOrganizational citizenship behaviour. Though it is related to and encompasses these concepts, employeeengagement is broader in scope. Employee engagement is stronger predictor of positive organizationalperformance clearly showing the two-way relationship between employer and employee compared to the threeearlier constructs: job satisfaction, employee commitment and organizational citizenship behaviour. Engagedemployees are emotionally attached to their organization and highly involved in their job with a great enthusiasmfor the success of their employer, going extra mile beyond the employment contractual agreement.
In the prevailing competitive environment, engaged employees are viewed as a strategic asset by both academicians and practicing managers alike. Although academicians have isolated various organizational conditions which they argue initiate engagement, there exists a lack of understanding on the observed variations in engagement levels between employees exposed to similar organizational conditions. Through theoretical arguments as well as empirical support, this study argues that differences between self-efficacy levels in employees are primarily responsible for differences in displayed engagement. Based on the findings the study argues and defines engagement as expressed empowerment pertaining to a role thus enriching the management literature concerning engagement. Suitable managerial implications are also discussed.
This paper extends the resource based view of the firm to employee engagement and explores linkages with firm performance. It argues that employee engagement interacts with other intangible variables such as the sense of justice and psychological contract which an individual feels and expects, respectively. The individual's psychological contract is shaped by organizations' HR policies along with many social cues from the work environment. This may affect the employee engagement. Further, there may be a positive effect of Employee Engagement on Organizational Commitment and Organizational Citizenship Behavior. The entire equation may lead to high firm performance which in turn may affect Employee Engagement. It proposes a conceptual model of these intangible variables and their linkage with the tangible variable of firm performance.
Engagement, broadly defined as involvement, satisfaction, and enthusiasm, is widely used by organizations and consultants for improving retention. However, engagement fails to meet many of the common criteria for positive organizational practice, i.e. theoretical, valid, unique, state-like, and positive. With attention to these criteria, engagement may useful to management. Copyright © 2008 John Wiley & Sons, Ltd.
What would your organization do if it learned that half or more of its employees were not fully engaged in their work? How would your CEO react if he or she found out that a large portion of the workforce was simply "going through the motions" with limited interest or commitment to driving needed business results? How would shareholders respond if they knew they owned stock in a company where many of the people who worked there were not as productive as they could be? Many organizations today are exploring these questions of employee commitment in the hopes of creating a more "engaged" workforce, and some have been successful in their efforts. Consider the following three organizations: q A major petroleum company brings large, diverse groups of employees together in multi-day conferences to address difficult business challenges. These sessions have enabled the organization to "fast cycle" the development and execution of strategies that have led to cost reduction and increased efficiencies. q One of the world's largest insurance companies uses innovative learning processes to educate its workforce in interactive and creative ways about the changing business landscape and the organization's evolving strategy and operations. The use of these tools has helped employees better understand how they can contribute to the company's bottom line results.
Predictors & Outcomes of Employee Engagement: Implications for the Resource-based ViewPerspective
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Work Engagement: A Rethink
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