Hewitt (2015) research has shown that
some of work experience areas are more important to improving engagement than
others and also according to the research The key drivers below were identified
as the priorities for making engagement happen.
Figure 07:
Global Engagement Drivers
Source
: (Hewitt, 2015).
According to the research there are
three most important engagement drivers of participation.
1.
career opportunities
2.
Reputation
3.
Compensation
Keep it consistent from 2013 to 2014 and
most top 5 drivers are relatively consistent Across regions and markets. It is
also consistent that only about half of the employees It is essential to these areas,
and these areas are crucial to their participation. under these circumstances
In terms of career opportunities, most employees do not see the way forward
plan with the Organization, which has an impact The employee said, stay and
work hard. Also the combination of mentioned top engagement drivers displays
few insight Employees in various regions. (Hewitt, 2015).
Video
09: Employee Engagement Global Trends
Source:
(Optimum Leadership TV, 2011)
This video
demonstrates about How Organizations should shift their thinking pattern and
employee behaviours from old industrial model to new social network and how
world influencing more employees to "opt-in." in other words treating
employees like volunteers.
Employee
Engagement in Global Companies
The concept of
employee engagement is identified by the founders - Google (Larry Page and
Sergey Brin) as the foundation to make Google a great place to work through
valuing their employees. Google keeps people inspired by providing them the
freedom to manage their work in a flexible way to allow employees to work from
home when needed, adopt flex schedules, and increase the amount of personal
time employees get each year or allow employees to take their personal time in
hours not days. Google ensures employees are given the most inspirational,
Flexible unique work environments to think out of the box & generate new
ideas to succeed Google’s goals (Culture Summit.com, 2019).
Google Office
Environment
Source: Andrea
Loubier, 2017
Video 10
–Further Illustration of Google strategies of engagement
(Source –
Google,2013)
Employees who work at google
self-motivated and committed to their work, where the employees are enjoying,
·Free foods every day(Organic)
·Free classes and lectures
·Relax Office environment creates them to work freely and with less
stress.
·Gym and fitness facility
·Free health and dental
·Free Haircuts
·Free dry cleaning
·Death benefits
·Nap pods (CBS News, 2013)
The organization believes engaged
employee will increase organization’s productivity. Hence organization looks
like a playground, not an office for employees to work happily.
Conclusions
The concept of employee engagement that
evolved in the recent era is a positive attitude held by the employees towards
the organization and its values. Engaged employees lead to individual
performance, increased productivity, retention, customer loyalty and
profitability ultimately to the organizational performance. Engaged leadership
plays a main role in employee engagement as it is impossible to have engaged
people in organizations where there is no engaged leadership. At the same time,
it is very important to have an appropriate organizational culture & job
design in order to successful employee engagement. Employee engagement should
be a continuous process of learning, improvement, measurement, and action as it
has been proven throughout this article that employee engagement is a main
aspect of Enhancing organizational performance through individual productivity.
List of Referencing:
CBS News (2013). Inside Google
workplaces, from perks to nap pods. [online] Available at:
https://www.cbsnews.com/news/inside-google-workplaces-from-perks-to-nap-pods/
[Accessed 10 Aug. 2019].
Deloitte US (2012) Employee engagement
and retention: Always on | Global Human Capital Trends 2016 [online]. Available
at: <https://www.youtube.com/watch?v=nH7_2J7JLfs.>. [Accessed on 27 April
2020].
Google (2013). Further Illustration of
Google strategies of engagement. [video] Available at: https://youtu.be/9No-FiEInLA
[Accessed 9 Aug. 2019].
Hewitt, A., 2015. 2015 Trends in Global
Employee Engagement. Global Engagement Practice Leader, [online] p.26.
Available at:
<https://www.sigmoidcurve.com/assets/Uploads/2015-trends-in-global-employee-engagement-sigmoid-connect.pdf>
[Accessed 29 April 2020].
Optimum Leadership TV (2011) Employee
Engagement Global Trends [online]. Available at:
<https://www.youtube.com/watch?v=FZsmnX_Bkvo>. [Accessed on 30 April
2020].
Financial
and non-financial benefits have a major impact on employees' job motivation and
their level of job satisfaction (Desenzo and Robbins, 2010; Hale, 2009;
Severinson & Hammelwall, 2001). Recognition plays a major role, and it
could be simply classified as appreciating and accepting their hard work.
(Caligiuri et al., 2010; Nelson, 2005; University of Iowa, 2009).According to Gostick and Elton (2007), It
could even be in the form of a personal note to show how important that
employee is.
Figure 05: The Benefits of Employee Engagement:
Source: (Harter, 2002)
1. Higher
Employee Satisfaction: Employee satisfaction is crucial to the success of a
company. High employee satisfaction is directly related to low turnover. Therefore,
maintaining employee satisfaction should be a priority for every employer (Gregory,
2011). Ex: Sri Lanka Insurance company
has a strong leadership team and dedicated employees are dedicated to the
company’s success, and in recent years have helped drive rapid business growth (srilankainsurance.com, 2019 p52)
2. Higher
Retention and Lower Turnover: Employee turnover and increase retention
higher Productivity: Engaged, motivated workers have higher employee
satisfaction, which leads to enthusiasm in employee job role and overall
company growth in the form of higher retention and lower turnover; higher
productivity (Sundaray, 2011). Ex, according to Ceylon Tobacco Company as
competition for good people intensifies, they need to build a strong and
clearly differentiated reputation as an employer. For many people, the
attractions of a rewarding career with a major international business that
values their contribution and supports their professional learning and
development, are key factors in their decision to work for Employer (ceylontobaccocompany.com,
2020).
3. Increased
Profitability: Through suggestions, based on key factors to increase
employee engagement and productivity. The organization successfully attracted
customers and employee’s profitability (Heymann, 2015).
4.
Less Absenteeism: When employees are absent, work does not get done. The
availability of care for sick children reduces work/family conflict which, in
turn, results in less absenteeism engaged employees take less sick days—not
only because employees want to be at work (Goff, at al, 1990).
5. Increased
Employee Loyalty: Maintaining the loyalty of survivors in a scaled down
environment is a challenge management practitioner. Theorists suggest
empowerment and rich work is the mechanism (Brian et al, 2001).
Video
07: Benefits of Employee Engagement
Source:
(The Benefits of Employee Engagement, 2019)
Video
07 describes, why does employee engagement matter? The answer is cushy. Whether
you know it or not, your company’s bottom line depends on the satisfaction and
happiness of your employees. Increased satisfaction and happiness always lead
to better retention as well as increased productivity and profitability.
Recognition
or appreciation of one’s work could lead to job satisfaction and build
self-confidence (Keller, 1999).According to Allen and Helms’ (2002) research’s finding has come to
light that regulation appreciation could help the organization achieve goals
and targets.
The
ways of recognition
Recognizing
or accepting of an employee’s hard word does not necessarily have to be of
monetary value. It could be a way of mentioning the individuals name is the
team meeting, huddle or even in a firm wide email. Posters, banners or even in
a notice board in the front area of the office premises would help employees
feel appreciated (Darling et al., 1997; Nelson, 2005; University of Iowa,
2009).
According
to a member of customer success team at 6Q in Australlia, (R, 2019), employees
could be recognized in many ways.
• Top
employee of the month
•
Employee recognition programs
•
Having them posted in the company’s annual calendar
•
Firm wide email/social media
•
Company’s magazine or journal article
Video 8.0:
Employee Recognition
(Source: CommLab
India, 2011)
According to
below video 8.0: states that It is always great when an employer is able to
recognize an employee’s contributions. While bonuses and raises are certainly
popular and well-received, there are many other ways to show your appreciation
on their hard work. Be creative and consider options such as a catered lunch,
paid time off or an employee party. Even the gesture of personally thanking
employees for a job well done will go a long way toward keeping your team
engaged and motivated.
List of
References:
Allen R. and
Helms M. (2002). “Employee perceptions of relationships between strategy
rewards and organizational performance”, Journal of Business Strategies, Vol.
19, No. 2, pp. 115-139.
Caligiuri P.,
Lepak D. and Bonache J. (2010). Global Dimensions of Human Resources
Management: Managing the Global Workforce, Hoboken, NJ: John Wiley & Sons,
Inc.
Creative Ways to
Give Employee Recognition. (2011). [video] CommLab India.
Darling K., Arm
J. and Gatlin R. (1997). “How to effectively reward employees”, Industrial Management,
Vol. 39, No. 4, pp. 1-4. DeCenzo D. A. and Robbins S. P. (2010). Fundamentals
of Human Resource Management (10th ed.), Hoboken, NJ: John Wiley & Sons,
Inc.
DeCenzo D. A.
and Robbins S. P. (2010). Fundamentals of Human Resource Management (10th ed.),
Hoboken, NJ: John Wiley & Sons, Inc.
Gostick A. and
Elton C. (2007). The Daily Carrot Principle: 365 Ways to Enhance Your Career
and Life, New York: Simon & Schuster.
Goff, S.J.,
Mount, M.K. and Jamison, R.L., 1990. Employer supported childcare, work/family
conflict, and absenteeism: A field study. Personnel psychology, 43(4),
pp.793-809.
Gregory, K.,
2011. The importance of employee satisfaction. The Journal of the Division of
Business & Information Management, 5, pp.29-37.
Heymann, M.,
2015. Spotlight on service: Integrating workforce management with employee
engagement to optimize customer satisfaction and profitability. Global Business
and Organizational Excellence, 34(5), pp.6-12.
Keller J. M.
(1999). “Motivational systems”, in: H. D. Stolovitch & E. J. Keeps (Eds.),
Handbook of Human Performance Technology (2nd ed.), San Francisco:
Jossey-Bass/Pfeiffer, pp. 373-394.
R, H. (2019). 7
Awesome Methods for Employee Recognition. [online] The 6Q Blog. Available at:
https://inside.6q.io/7-awesome-methods-for-employee-recognition/ [Accessed 26
Sep. 2019].
Sundaray, B.K.,
2011. Employee engagement: a driver of organizational effectiveness. European
Journal of Business and Management, 3(8), pp.53-59.
University of
Iowa (2009). “Reward & recognition”, available online at:
http://research.uiowa.edu/pimgr/?get=reward.
Engagement
is the measure of the Team's Emotional Commitment to their leader and it is
critically important for the bottom line. From Create a Culture of Engagement
in 2013, Video 05 is a creative presentation by Ken Wright - the founder of The
Wright Coach and Engage4Results Pty Ltd describes employee engagement with
leadership which covers many strategies a leader can implement immediately - they
cost virtually nothing and are guaranteed to make people feel great about
themselves -which is the real secret to
getting the best out of people and engaging them.
Video
5.0 : Leadership, Engage your team
(Source:
Leadership - Engage your Team – Ken Wright, Create a Culture of Engagement,
2013)
According to Hewitt’s, (2014) employee
engagement suggests that leaders hold the key to employee engagement.
Leadership means inspiring people to do their best to achieve the desired
results. It involves developing and communicating a vision for the future,
inspiring people, and ensuring participation (Dixon ,1994).Ex: Tim Cook is the CEO of the Apple. He took
over Apple after the company’s founder, Steve Jobs. Cook has helped navigate
Apple through the transition after Jobs’ death as well as developing new
product lines and opening Apple retail stores in China (cmoe.com, 2020).
The organizations have been interested
in the willingness of employees to dedicate themselves for leadership roles in
the organization and how employees think and feel attached to their work (Ariani,
2014). It is understood that the organization wants to increase
employee engagement, given that the engaged employees were willing to devote
themselves fully in their work by way of a positive role (Kahn, 1990) and
remain in them longer work (Saks, 2006; Schaufeli & Bakker, 2004). Employee
engagement concerns the extent to which individuals use all the resources of
cognitive, emotional, and physical to perform roles associated with the job
(Kahn, 1990; Xu & Thomas, 2011). Employees who feel committed and willing
to engage in their work generally is the employee who has the characteristics
of an energetic, fun, enjoyable, and effective in carrying out their work
(Kahn, 1990; Macey & Schneider, 2008; Xu & Thomas, 2011). The high
level of employee engagement is associated with increased return on assets,
earnings of each employee higher, better performance, greater sales growth,
lower absenteeism, reduced employee turnover, lower cost than the cost of
goods, and error because the products are not diminishing quality (Salanova,
Agut, and Piero, 2005; Schaufeli & Bakker, 2004; Xu & Thomas, 2011).
Employee engagement is a concept that
contains the value of the understanding and improvement of individual and
organizational performance and can be influenced by the leader. In theory, the
impact of leadership on employee engagement is a leadership style that is
adopted to improve employee engagement at work. A leadership style can also
improve employee engagement, employee satisfaction, and employee enthusiasm for
work (Alok & Israel, 2012). Kahn (1990) suggested that an individual
involved is a person who is close to the work-related tasks, so that the
employee is willing to give you the ability and energy, and eager to work in an
organization that should translate into a higher level of performance in
accordance with the role played (in-role performance) and performance that are
outside the role played (extra-role performance). When people dedicate themselves
to the job role, the individual must have a higher contextual performance and
related to the tendency of individuals to behave in a manner that facilitates
the tendency to behave in accordance with social and psychological context of
an organization (Christian, Garza, & Slaughter, 2011).
Leadership
skills ( Dixon, 1994)
● Inspire others.
● Persuade others willingly to behave
differently;
● Clarify what needs to be done and why;
● Communicate a sense of purpose to the
team;
● According to (Tamkin et al, 2010),
that leaders cannot create performance themselves butare conduits for performance through their
influence on others;
● Get the team into action so that the
task is achieved.
Employee engagement and leadership
supervision or support is very important for all organizations that promote
organizational citizenship behaviour. According to Ariani, (2014) there are
three reasons why this is an important concern.
First, Leadership influences
followers, motivates them to participate in activities outside the business and
curriculum, and enhances their ability to carry out these activities beyond
expectations. This theoretical proposition has been empirically supported
by Podsakoff, MacKenzie, Paine, and Bacharach, 2000) and Podsakoff and Bommer
(1996).
Second, leaders can influence
followers by creating meaningful work (Shamir, House, & Arthur, 1993).
Third, employee perceptions of their
work called employee engagement positively able to predict their organizational
citizenship behaviour (Purvanova, Bono, & Dzieweczynski, 2006)
Video 06: 11 Things leaders say to drive
Employee engagement
Source:
Blessingwhite, A Division of GP strategies
According to Avey, Hughes, Norman, and
Luthan (2008), leadership has a positive relationship with employee engagement.
Leadership helps create an environment where employees can easily engage in
organizational citizenship behaviour. Leader behaviour has a great impact on
the results or performance of employees. Saks (2006)
Found a positive relationship between
supervisor support and employee engagement. Theorist suggested that Social
Exchange Theory may be able to provide insight on how leaders influence the
results achieved by the organization. Social Exchange Theory suggests that
employees will reciprocate the leader's behaviour towards them with their own behaviour
and the presence of a suitable reciprocal relationship as part of a social
exchange relationship development process (Soeib, Othman, & D ' Silva,
2013). Leader behaviour is a source of motivation and satisfaction for his men.
Leadership also influences the attitude and performance of followers (Bycio,
Hackett, & Allen, 1995). Leadership is an important element in the
development of employee engagement.
Basic
leadership styles :
According to Goleman, (2000) six styles
of leadership: coercive, authoritative, affiliative, democratic, pacesetting
and coaching (Table 1 collates a brief explanation of each style). This type is
derived from research in the commercial field. Each style is based on some
combination of emotional intelligence abilities. Although still controversial,
to what extent EI affects effective leadership (Waterhouse, 2006) There is no
doubt that there is a connection between emotional intelligence and effective leadership,
at least in its changing style (Barling et al, 2000).
Table 1:Goleman’s theory of leadership
Source : Based on Daniel Goleman (2002)
List of References:
Alok, Kumar and Israel, D. (2012).
Authentic Leadership and Work Engagement. The Indian Journal of Individual
Relations, 47(3): 498-510.
Aon Hewitt. (2014). Trends in global
employee engagement. Retrieved 15 July 2015, from
2014-trends-in-globalemployee-engagement-report
Ariani, D. W. (2014) ‘Relationship Leadership, Employee
Engagement, and Organizational Citizenship Behavior’, International Journal
of Business and Social Research, 4(8), pp. 74–90. doi:
10.18533/ijbsr.v4i8.589.
Avey, James B.; Hughes, Larry W.;
Norman, Steven M.; and Luthans, Kyle W. (2008). Using Positivity,
Transformational Leadership, and Empowerment To Combat Employee Negativity.
Leadership & Organization Development Journal, 29(2): 110-126.
Barling J., Salter F., Kelloway E. K.
(2000), Transformational leadership and EI: an exploratory study, “Leadership
& Organizational Development Journal
Christian, Michael S.; Garza, Adela S.;
and Slaughter, Jerel E. (2011). Work Engagement: A Quantitative Review and Test
of Its Relations with Task and Contextual Performance. Personnel Psychology,
64(1): 84-136.
Dixon, N F (1994) On the Psychology of
Military Incompetence, London, Pimlico
Gardner L., Stough C. (2002), Examining
the relationship between leadership and emotional intelligence in senior level
managers, “Leadership & Organization Development Journal
Goleman D. (2000), Leadership that gets
results, “Harvard Business Review
Hay, M. (2002). Strategies for survival
in the war of talent. Career Development International.
Kahn, William A. (1990). Psychological
Conditions of Personal Engagement and Disengagement of Work. Academy of
Management Journal, 33(4): 692-724.
Leadership - Engage your Team - Create a
Culture of Engagement. (2013). [video] Directed by K. Wright. USA.
Purvanova, Radostina K.; Bono, Joyce E.;
and Dzieweczynski, Jessica. (2006). Transformational Leadership, Job
Characteristics, and Organizational Citizenship Performance. Human Performance,
19(1): 1-22.
Schaufeli, Wilmar B. and Bakker, Arnold
B. (2004). Job Demands, Job Resources, and Their Relationship with Burnout and
Engagement: A Multi Sample Study. Journal of Organizational Behavior, 25(3):
293-315.
Shamir, Boas; House, Robert J.; and
Arthur, Michael B. (1993). The Motivational Effects of Charismatic Leadership:
A Self-Concept Based Theory. Organizational Science, 4(4): 577-594.
Tamkin, P, Pearson, G, Hirsh, W and
Constable, S (2010) Exceeding Expectation: The principles of outstanding
leadership, London, The Work Foundation.
Waterhouse L. (2006), Multiple
Intelligences, the Mozart Effect, and Emotional Intelligence: A Critical
Review, “Educational Psychologist.
Operational
definition of variables is given below:
a) Employee
Engagement: ‘Engagement represents the energy, effort, and initiative
employees bring to their jobs’. Engagement is about motivating employees to go
the extra mile in the workplace. It is about encouraging employees to have a
passion for their work, and identifying the organization as more than a place
to earn money (Mohanan, Sequeira and Kumar, 2012).
b) Motivation: Motivation is defined as
the process that initiates, guides and maintains goal-oriented behaviours.
Motivation is what causes us to act. It involves the biological, emotional,
social and cognitive forces that activate behaviour (Mohanan, Sequeira and Kumar, 2012).
Based
on Mariza (2016) Employee motivation and engagement are critical sources for
employees’ high performance both in manufacturing and services companies. Such
motivation and engagement must be generated by effective leadership with clear
managerial concepts are critical to influence the employee behaviour to bring
company to success performance. Motivation has an important role in encouraging
someone to do the work to achieve their personal or group or company goals.
Also the executive leaders and managers of the companies need to apply
effective methods or approaches to influence the employee motivation in order
to achieve better performance (Mariza, 2016).
The
three components of motivation as listed by Arnold et al (1991) are :
1.direction –
what a person is trying to do;
2.effort – how hard a person is
trying;
3.persistence – how
long a person keeps on trying.
As an
example, an employee’s job is less than the minimum wage that employee unlikely
to continue to be motivated until a reasonable wage is given. Also, if the
employees’ health is in good condition Herzberg believes that the salary
increases will not bring lasting motivation (Armache, 2014).
Video 4:
Motivating Employees in Management
Source:
(Gregg Learning, 2018)
Above
mentioned video explains about the methods of motivating employees and
describes that the Motivation Refers to a person's internal or external forces
and these forces inspire people's enthusiasm and perseverance to pursue a
certain action. Employee's enthusiasm can affect productivity. Part of the
manager's job is to guide positivity into the process of achieving
organizational goals.
THEORITICAL
FRAMEWORK
Approaches
to motivation are underpinned by motivation theory. The most influential
theories are classified as follows:
Instrumentality
Theory: In fact, reward and
punishment are the best means of shaping behaviour. Suppose that if rewards and
penalties are directly linked to their performance, people will be motivated to
work. Tool theory stems from scientific management methods (Taylor,1911).
Content
Theory: which focuses on the content of
motivation. It states that motivation is essentially about taking action to satisfy
needs and identifies the main needs that influence behaviour. This kind of
motivation theory is called the theory of two elements content. Based on
seemingly simple idea that motivation can be divided into health factors and
motivation factors often referred to as “two needs systems” (Ball, 2003).
Figure
4: Motivation Model
Source:
Porter and Lawler (1968)
According to (Poter and Lawler, 1968) emphasized, mere effort
is not enough. Effective effort and to produce the desired performance. The two
variables additional to effort that affect task achievement are :
1.Ability – Individual characteristics such as intelligence, knowledge, skills
2.Role perceptions – what the individual wants to do or think
they are required to do.
List of References :
Armache, J.,
2014. Ways and Means To Keep Employees Motivated, Productive, and Loyal.
Leadership & Organizational Management Journal, 2014(2). [online].Availableat<https://s3.amazonaws.com/academia.edu.documents/52566956/kullll.pdf
Ball, J., 2003. Understanding Herzberg’s motivation theory.
ACCA on the Web: http://
accaglobal.com/my/en/student/acca-qual-student-journey/qual-resource/acca-qualification/f1/technical-articles/herzbergs-motivation.
html
Mariza, I. (2016) ‘The impact of employees’ motivation and
engagement on employees’ performance of manufacturing companies in Jakarta
Indonesia’, International Journal of Applied Business and Economic Research,
14(15), pp. 10611–10628.
Mohanan, M., Sequeira, A. H.
and Kumar, M. S. S. (2012) ‘Employee Engagement and Motivation : A Case Study’,
SSRN Electronic Journal. doi: 10.2139/ssrn.2114214.
TEDx
Talks (2016) Stop trying to Motivate Your Employees | Kerry Goyeeteel
[onlline]. Available at: <https://www.youtube.com/watch?v=7IhVUedc1a4.>.
[Accessed on 21 April 2020].
Taylor,
F W (1911) Principles of Scientific Management, New York, Harper (republished)
According to Robinson et al., (2004)
Measuring employee engagement is a challenging venture since it is an activity
that requires to assets human feelings and their emotions. These types of
surveys help to identify the level of engagement of each employee and it leads
to evaluate the relationship engagement and business results. The findings from
such surveys often provide critical information on the effectiveness of HR practices
of the organization and provide insights on where changes are needed (Vance,
2006).
According to Vance (2016), the below are
some of the key areas that the statements on an engagement survey should cover:
1.
Pride in employer
2. Satisfaction with employer
3. Job satisfaction
4. Opportunity to perform well at
challenging work
5. Recognition and positive feedback for
one’s contributions
6. Personal support from one’s
supervisor
7. Effort above and beyond the minimum
8. Understanding the link between one’s
job and the organization’s mission
9. Prospects for future growth with
one’s employer
10. Intention to stay with one’s
employer
Due to their simplicity and
effectiveness, many organizations chose surveys as their method of gauging
employee engagement. Other means such as focus groups and one-on-one interviews
would also be helpful in measuring employee engagement and diagnosing related
issues (Armstrong, 2009).
Video 3 : How to Measure Employee
Engagement
Source : (Scott
Wintrip, 2012)
In this video Wintrip (2012)
demonstrates about measuring Employee Engagement and explains the most
important 3 methods of measuring engagement,
1. Believes – According to Wintrip (2012), This about how we talk to people
and understand what do they believe and are they believe the company's headed
to the right direction do they believe is this the goofiest thing the company's
ever done.
2.
Buy-in - It is about how Employees put their actions where their mouth
is. Whether they do their words, and their actions align, or Employees are
saying one thing and do the same thing or saying one thing and doing another.
3. Behaviours - This explains how a behaviour
changing over time, when measuring the the engagement level and if it goes low
and behaviours increase you see noticeable evidence that the organisation
seeing a more engaged employee.
Questions on Employee Engagement Surveys
Employees, in the fullest sense of the word, can choose the option of
"strongly disagree, disagree, moderate, agree or strongly agree".
Figure 03 : displays a sample format for engagement survey along with the rating
scheme.
Source: (Armstrong, 2009).
The first is about Reviewed and
introduced employee engagement and organizational commitment. Secondly, the
procedures and problems of the research method are discussed. Third, track the
quantitative results of the questionnaire. At last, In addition to research
conclusions, recommendations and limitation (Albdour and Altarawneh, 2020).
List of References:
Albdour, A. and Altarawneh, I., 2020.
Employee Engagement and Organizational Commitment: Evidence from Jordan.
INTERNATIONAL JOURNAL OF BUSINESS, [online] 19(2). Available at:
<https://www.craig.csufresno.edu/ijb/Volumes/Volume%2019/V192-5.pdf>
[Accessed 23 April 2020].
Armstrong, M. (2009). Armstrong's
handbook of human resource management practice. 11th ed. London: Kogan P0age,
P. 1019.
Robinson, D., Perryman, S. and Hayday,
S. (2004). The Drivers of Employee Engagement. 1st ed. Brighton: Institute for
Employment Studies, pp.13-20.
Scott Wintrip (2012) How to Measure
Employee Engagement [online]. Available at: <https://www.youtube.com/watch?v=-C25UyC63Rs.>.
[Accessed on 23 April 2020].
According to the survey, the three main drivers to analyse the concept of employment are communication, conciliation and leadership (Bedarkar and Pandita, 2013). These are the driving force that inspires employees for their positive attitudes towards work and the Organization. Inspired employees always believe on motivation, commitment and loyalty. According to the research done by Ala'aldin et al., (2018) Drivers of Motivational Employee engagement leads to good working attitude and high profitability to an Organization.
According to Crawford et al,. (2013), there are some factors that affect employee engagement which is necessary to understand. Mainly there are antecedents and drivers which are given below.
* Job challenge - Challenging job provides
an opportunity to strengthen, develop, and learn skills applicable to the work
world and personal growth for an employee.
* Opportunities
for development – Development opportunities make work meaningful to the
employee because they provide pathways for growth and for fulfilling personal
objectives (Penna, 2007).
* Autonomy – This provides the right or
condition of self-government. Allow employees to schedule their work at their
own procedures.
* Variety – Being able to perform different
activities which required different skill levels makes the job interesting.
* Feedback – Providing regular feedback to
the employees about the effectiveness of their performance.
* Fit - The existence of compatibility
between an employee and a work environment allows individuals to work in a
confidant.
* Rewards and recognition - Incentives,
rewards, and recognition are the major factors that impact employee motivation
(Danish and Usman, 2010). Often, rewards and recognition take the form of extra
compensation for employees who carry out the activities.
Figure 1:
The Drivers of Employee Engagement
(Source: IES 2003 Institute for Employment Studies)
Equal Opportunities and fair treatments
A good leader accepts the ideas of all
employees and treats everyone equally. Encourage staff to express their
options, make recommendations for changes, and maximize interaction. All
interactions need to be treated fairly by the team leaders and managers, the
bottom idea is to show the staff their significance and will greatly improve
their morale, efficiency and commitment. Improved workplace engagement is a buy
product of members that have regular connections with workers (Osborne et
al,2017).
Family and Friendliness
Reliable and respectable employees are
happier and more productive in the work environment. When employees realized
that the managers and supervisors trust themselves as well as their families,
they strive to exceed their expectations. It’s important to show respect for
employees and as a leader it’s mandatory to reserve some time to speak to
employees individually or as a team. If possible, please do it in person. In
many Organizations employees would have scatted in many locations and as a
leader to build engagement we can use virtual check-in via video calls. The
leader has been shown to be able Influence and motivate employees by showing
clear values and fostering a positive attitude Teamwork (Osborne & Hammoud,
2017).
Job Satisfaction
Employee Satisfaction and retention are
always important issues to physician (Fam Pract Manag 1999 Oct). After all,
high levels of absenteeism and staff turnover can affect your bottom line, as
temps, recruitment and retraining take their toll. But few practices (in fact,
few organizations) have made job satisfaction a top priority, perhaps because
they have failed to understand the significant opportunity that lies in front
of them. Satisfied employees tend to be more productive, creative and committed
to their employers, and recent studies have shown a direct correlation between
staff satisfaction and patient satisfaction (Fam Pract Manag 1999 Oct).
According to the research done by
Bhuvanaiah and Raya (2015) found that the theoretical literature Reveals the
importance of motivation in driving. Engaged and mentioned empirical evidence
Motivation potential for organizational factors Increase engagement.
Figure 2: Drivers of Employee
Engagement- Motivational Process
(Source: Bhuvanaiah and Raya, 2015)
Reference to the figure 2: “The Drivers
of Employee Engagement” and also the definitions given by several authors it’s
that clear that employee engagement is the important element to the
Organization.
Video 2: Gaming can make a better world
| Jane McGonigal
(Source
: TED, 2010)
According the research done by the
Gaming guru Jane McGonigal (2010) presented in TED event that games have the
potential of engaging people in the real world because they can help achieve
the following goals.
a) Increase hope by keeping out the
prospect of an 'epic victory.'
b) Helping to create a social network
(multiple players games are collaborative; so promote socialization so when we
play with them, we like others better).
c) Enable efficiency (people want to be
busy and better to play a relaxing game than to actually "relax").
d)
Build sense-a basic element in every engagement programs.
List
of References:
Crawford, E. R., Rich, B. L., Buckman,
B. and Bergeron, J.(2013) Employee Engagement in Theory and Practice. 1st ed.
London: Routledge.
Alrowwad, Ala'aldin and Obeidat, Dr.
Bader Yousef and Al-Khateeb, Areej and Masa'deh, Ra'ed, The Role of Work/Life
Balance and Motivational Drivers of Employee Engagement on the Relationship
Between Talent Management and Organization Performance: A Developing Country
Perspective (December 12, 2018). Modern Applied Science; Vol. 12, No. 11; 2018
. Available at SSRN: https://ssrn.com/abstract=3300267
Bedarkar, M. and Pandita, D., 2014.
Engagement Impacting Employee Performance. Procedia - Social and Behavioral
Sciences, [online] 133, p.1. Available at:
<https://www.sciencedirect.com/science/article/pii/S1877042814030845>
[Accessed 14 April 2020].
Bhuvanaiah, T. and Raya, R., 2015.
Mechanism of Improved Performance: Intrinsic Motivation and Employee
Engagement. SCMS Journal of Indian Management, [online] p.95. [Accessed 16 April 2020].
Danish, R. Q. and Usman, A. (2010) Impact
of Reward and Recognition on Job Satisfaction and Motivation: An Empirical
Study from Pakistan. International Journal of Business and Management, 5(2),
pp. 159-167
Hammoud, M. and Osborne W, S., 2017.
Effective Employee Engagement in the Workplace. International Journal of
Applied Management and Technology, [online] 50(67). Available at:
<https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=1239&context=ijamt>
[Accessed 16 April 2020].
McGonigal, J. (2010), “Gaming can make a
better world”, TED, available at:
www.ted.com/talks/lang/en/jane_mcgonigal_gaming_can_make_a_better_world.html
Penna (2007). Meaning at Work Research
Report. [Online] Available: http:// www. e-penna.com/ newsopinion
/research.aspx (November10, 2008) proposalʹ, Industrial and Organisational
Psychology, 1, 74–75.
Schrita Osborne, Mohamad S. Hammoud.
(2017) Effective Employee Engagement in the Workplace.International Journal of
Applied Management and Technology, 16(1), pp.50-67.
TED (2010) Gaming can make a better
world | Jane McGonigal [online]. Available at:
<https://www.youtube.com/watch?v=dE1DuBesGYM.>. [Accessed on 16 April
2020].
Institute for Employment Studies (2018)
Report Summary: The drivers of employee engagement. [online]. Available at <
https://www.employment-studies.co.uk/report-summaries/report-summary-drivers-employee-engagement.>.[Accessed
on the 16th April 2020].
