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Employee Engagement: A Key to Maximize Organizational Performance
Abstract
Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. HR practitioners believe that the engagement challenge has
a lot to do with how employee feels about the work experience and how he or she is treated in
the organization. It has a lot to do with emotions which are fundamentally related to drive
bottom line success in a company. It has long been recognised that engagement of employees
with their work and organisation is a factor in their job performance, but the research
evidence for this has been steadily increasing over recent years. It is a measureable degree of
an employee's positive or negative emotional attachment to their job, colleagues and
organization which profoundly influences their willingness to learn & perform at work.
Employee engagement has a direct impact on the employee’s productivity. Understandably,
the most productive employees are those that are not only committed and loyal; But also
those whose outputs are healthy and gratifying both for themselves as well as for the
organization they work for. The present conceptual paper focuses on impact of employee
engagement on maximising performance of employees in the organization.
Keywords: Employees, Employee Engagement, Organisation, Performance, Emotions.
... The second part relied on prior studies (Joseph & Chinedu, 2022;Kenny S, 2019;Matui, 2017) to measure employee productivity with four questions. The third part measured employee engagement with six questions, as informed by the literature (Al-dalahmeh et al., 2018;Dandona, 2016;Mulle et al., 2018;Ngozi & Edwinah, 2022;Pillay & Singh, 2018). Also, previous studies (Agbozo, 2017;Putra et al., 2020;Putri et al., 2019;Sunarsi, 2020;Zhenjing et al., 2022) informed section four to measure work environment with six questions, while other studies informed section five to measure career growth also, with six questions. ...
The purpose of this study was to assess the extent to which management practices impact organisational growth for a multinational company in Namibia in terms of employee motivation, employee productivity, employee engagement, work environment, and career growth. Grounded in the positivism philosophy, the study applied a causal-comparative design and a purely quantitative approach with the data collected using an online structured questionnaire with a sample of 77 employees at a multinational company in Namibia. The study analysed the data using the multiple linear regression analysis in SPSS Version 28 software. In that regard, the results reveal that feeble management practices decline in organisational growth. In that context, the results also reveal positive and statistically significant impacts of employee motivation, employee productivity, employee engagement, work environment, and career growth on organisational growth. On that basis, the study recommends that organisations consider investing resources in enhancing all these dimensions of management practices as they pursue maximised organisational growth. Also, employee satisfaction works hand-in-hand with organisational growth. Thus, the study recommends that employers ensure employee satisfaction is pleasing. Finally, the study suggests future research focus on other business sectors with a broader population coverage to enable the generalisation of the findings across the sector under investigation, which will address the population gaps that emerged from this study.
... Employee engagement is "the positive state of mind about the work characterized by vigor, dedication, and absorption, and a more persistent and pervasive state" (Schaufeli et al., 2002). The association between employee engagement and performance has been corroborated by numerous research studies (Anitha, 2014;Dandona, 2016;Gallup, 2020). According to Gallup's Q12 study, employee engagement has a strong relationship with performance and other organizational outcomes like absenteeism, turnover, and customer satisfaction. ...
This chapter fundamentally aims at the development of generalized framework encapsulating a wide range of dynamic utility functional and resultant latent choice models. The objectives are served by the application of well cherished exponential family of distributions capable of entertaining numerous probabilistic articulations through a single comprehensive and elegant expression. Moreover, the utility of the proposed scheme is further substantiated by delineating the working pedagogy in accordance with the rapidly embraced Bayesian paradigm. The legitimacy of the devised mechanism in the pursuit of optimal decision-making is advocated with respect to diverse experimental states. We entertained varying extent of worth parameters describing the preference ordering, different sample sizes and distinguished stochastic formations to inject the prior information or historic data in the demonstration of choice behaviors.KeywordsChoice behaviorsLatent choice modelsPrior informationUtility functional
... According to various studies, it affects many layers of organizational functioning, such as profitability and efficiency [22,23]; however, given the topics of the authors' research, the most significant is its influence on employee retention. As studies show, the more engaged employees, the higher the retention rate within the company [24]. Hence, in the perspective of the current massive employee churn rate, it is crucial to understand better what constitutes work engagement and what engages/motivates generations Y and Z (object of authors' research). ...
The COVID-19 pandemic has significantly influenced the work world. One of the most visible impacts on employee lifecycles is the phenomenon called the great resignation, a massive wave of workers quitting across industries that began in 2021, after easing of the first pandemic restrictions. As this process is quite recent, there is a research gap in the field which has pushed the authors to examine this topic in more detail. The authors set the following research hypothesis: The great resignation is primarily caused by the ethical, cultural, relational, and personal factors. In order to verify it, the authors conducted original research and analyzed various desk studies. The research was done within a Berlin-based tech startup in the time frame between January 2020 and December 2021. Based on their findings, the authors concluded that the main reasons for employees leaving their workplaces are non-materialistic ones.
Talent management refers to the recognition given to an individual's skills, personality and traits and giving him/her a job, which is matching the skills. All the individuals possess a unique skill which suits a job and a job which is not according to the skills of that person will be a discomfort for that person. It becomes the duty of the HR department of the management to recruit personnel who are with caution and prudence.The implementation of talent management proves to be of great benefit for the organization like the engagement of the employees, their retention, alignment of strategic goals for the identification of the future leader for the company, enhanced productivity and many more.The methods implemented by the firms to make the employees not to leave the organization and stay in it for a long time are referred to as employee retention. The strategies of employee retention help in the motivation of the workers so as to make them improve their productivity. This study focuses on impact of Talent management on Employee retention in the Manufacturing sector. For this purpose five companies were selected and 134 respondents were selected as respondents of the study. Convenience sampling method is adopted for selecting the samples and questionnaire is the study instrument. Percentage analysis, Multiple regression analysis and One-way ANOVA are the statistical tools used. SPSS v23 is used to perform the data analysis. The reliability of the study is observed as 86.1% (Cronbach's alpha = 0.861). It is found that the Talent management and its dimensions are having good relationship with the Employee retention and also it is inferred that Talent retention is having better relationship and helps in boosting employee retention.
This paper aims to analyze the health of talent management practice of PT XYZ. As a telecommunication company with good credibility, PT XYZ should keep trying to improve the employee's engagement by manage their talent management according to the data the employee engagement has decreasing every year in the amount of 1-3%, the result of a lack of employee engagement can make 18% more in high turnover. Accordingly, this paper outlines four main factors that may affect the health of talent management (deployment-diagnosis-development-demarcation). The method used in this research is a descriptive method with probability sampling methods with simple random sampling techniques. Data is processed through the first order and second-order confirmatory factor analysis, using software AMOS version 24 (n:130). Results of this study showed that Based on the descriptive analysis it is known that Deployment has an average value of 84.3% which include in the very high category, Diagnosis has an average score of 85% which include in the very high category, Development has an average score of 83.042% which include in the high category, while Demarcation has an average value 82.71% which include in the high category.Keywords: Demarcation, Deployment, Development, Diagnosis, Talent Management
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