Employee Engagement
October 17 , 2018

INTRODUCTION

Employee engagement is the positive attitude held by the employee towards the organization and its values (Robinson et al , 2004 , cited in Caplan , 2011) . Evans & Lindsay (2011)  states that the Employee Engagement is the emotional commitment employees have towards the organization and its goal. Employee engagement is further  defined as a work place approach designed to ensure that employees   are committed to their organization goals and values motivated to contribute to organizational success and are able at the same time to enhance their own sense of well-being ( Macleod and Clarke , 2009, cited in Armstrong et al 2010 ) . An engaged employee is the one who is aware of business contact and works closely with colleague to improve performance with in the job the benefit of organization (Bevan et al , 1997 , cited in Armstrong et al , 2010) .

Characteristics of an Engage Employee

Caplan (2011) identifies Characteristic of Engage Employee as follows ,
1 Feel Respected & treated fairly in area such as pay, benefits, Job security & Opportunity
2. Know that they are listening to and that they are opinion count.
3. Understand how they contributes to organizational goals and success.
4.feel proud of their jobs and they are accomplishments.
5 now what the future might hold for them and how they might be supported to get there.
6. Enjoy good productive relationship with their for works








Figure.1:  The IES Model of employee engagement



Image result for The IES Model of employee engagement

(Source: Armstrong et al, 2010)

According to the IES Model 03 components are contributed to create Employee engagement concept.

Commitment- Commitment represents the strength of an individual’s identification with, and involvement in, an organization (Armstrong and Taylor , 2014) .To build sound foundation for employee commitment fair process , employee involvement , evolving business strategies and work re design should be placed (Sharma , 2002) .

Motivation- Motivation is the force that energizes, directs and sustains behavior. High performance is achieved by well-motivated people who are prepared to exercise discretionary effort (Armstrong, 2010) .

Organizational citizenship behavior –Organizational citizenship behavior is an outcome of the attitudes of job satisfaction and organizational commitment (Little and Little , 2006 , cited in Armstrong and Taylor , 2014 ) . Organizational citizenship behavior is the  noncompulsive, helpful, and constructive behaviors that are directed to the organization or to its members (Bateman and Organ , 1983; Podsakoff and MacKenzie , 1994 , cited in Donavan et al , 2004 ).


Further Job Satisfaction & Empowerment is  considered as components of Employee Engagement. Empowered employees will display sufficient confidence to do whatever is necessary to meet customer service needs, they will understand and manage potential tensions between organization. The empowerment of employees will result in the desire out comes (Barry, 1993 ; Johonson & Redmon , 1998 , cited in Lashley , 2001). Job Satisfaction was defined by Locke  as ‘a pleasurable or positive emotional state resulting from the appraisal of one’s job and job experiences’ (Locke , 1976 : 1304 , cited in Armstrong and Taylor , 2014) . Engaged employees are more likely than not to be satisfied with their jobs. Job satisfaction is regarded as an antecedent of work engagement (Yalabik et al , 2013: 2805 , cited in Armstrong and Taylor , 2014) .


Reference List

Armstrong, M.(2010) Armstrong's Essential :Human Resource Managewment Practice,Guide to People Management. London : Kogan Page Limited .

Armstrong, M. and Taylor,S. (2014). Armstrong's Handbook of Human Resource Management Practice. 13th edition. London: Kogan Page Limited.

Caplan , J . (2011) The Value of Talent, Promoting talent Management across the organization  . London: Kogan Page Limited.

Donavan , D.T. , Brown , T.J. and Mown , J.C. (2004) Internal Benefits of Service-Worker Customer Orientation: Job Satisfaction, Commitment, and Organizational Citizenship Behaviors . Journal of Marketing, (1)131-131 .Source-https://www.researchgate.net/profile/Todd_Donavan/publication/200824206_Internal_Benefits_of_Service-Worker_Customer_Orientation_Job_Satisfaction_Commitment_and_Organizational_Citizenship_Behaviors/links/0c9605390a93a7442c000000/Internal-Benefits-of-Service-Worker-Customer-Orientation-Job-Satisfaction-Commitment-and-Organizational-Citizenship-Behaviors.pdf[Accessed 08 October 2018] .

Evans, J. R. & Lindsay, W. M. (2011). The Management and Control of Quality .8th edition. New York:South Western College Publishers .

Lashley, C.(2001) Empowerment :HR Strategies for Service Excellence.Woburn , Butterworth-Heinemann .

Sharma , V.K. (2002) Human Resource Management: Evolution & the Challenges Ahead . New Delhi : Viva Books Pvt Ltd .


Comments

Post a Comment

Popular posts from this blog

Importance of Employee Engagement According to Armstrong et al (2010) higher level of Employee engagement produces organizational benefits such as Higher productivity / performance , Low staffs turn over ,Better attendance . Employee engagement improves Safety level of the organization ( Vance , 2006 cited in Armstrong and Taylor , 2014 ). Further high levels of engagement   results   in   lower absenteeism and higher employee retention ,   increases in employee effort and productivity , improvement of quality and reduction of error rates , increase of sales, higher profitability, earnings per share and shareholder returns, enhancement of   customer satisfaction and loyalty , faster business growth   and higher likelihood of business success (Stairs and Galpin , 2010 , cited in Armstrong and Taylor , 2014 ) . Reference List Armstrong, M.(2010) Armstrong's Essential :Human Resource Managewment Practice,Guide to People Management. London : Ko...
Read more
How to enhance Employee engagement a. Through line managers-Line Managers play key role in Employee engagement ,where the   Line Managers should make employees aware of their individual strengths , provide continuous feedback on how those strengths are being used , ‘clear the path’ so that employees can do what they do best without unnecessary distractions ,build trust by showing commitment to the employee’s success, challenge people within areas of their distinctive strengths, focus upon particular skills and knowledge in order to build talent into strength, give employees ownership and creation of their outcomes (Coffman and Gonzalez-Molina , 2002 , cited in Armstrong and Taylor , 2014 ) . However ineffective line managers may lead to develop distress among the employees and to increase labor turn over of an organization . b.Job design-Job design assist the employees to identify their job roles and related desk instructions of the assigned job . c. Learning and Deve...
Read more
Drivers of Employee Engagement According to Crawford et al (2013 ) main Drivers of Employee engagement are Job challenge , Autonomy , Variety , Feedback ,Fit , Opportunities for development , Rewards and recognition . Job Challenge is created with responsibility and work load ,where most of the bank employees are dealt with Job Challenge with current volatile market conditions . Autonomy is freedom allowed to employees to work ,which the Employees in organizations like financial institutions are delegated the authority to work freely with in the applicable limits . Job autonomy is considered as a chief characteristic of work and possibly the most extensively studied job characteristic. There is growing evidence to suggest that although employees are working harder and they take their work much seriously but still they seem to be less passionate and less satisfied and less committed to their organization because they are restricted from working freely and making decisions re...
Read more