Introduction of Employee Engagement
The employee engagement is a workplace
approach resulting in the right conditions for all members of an organisation
to give of their best each day, committed to their organisation’s goals and
values, with an enhanced sense of their own well-being (Engage for Success.org,
2020 ). In addition, Employee engagement is a part of employee retention."
This definition integrates the classic constructs of job satisfaction (Smith et
al., 1969), and organizational commitment (Meyer & Allen, 1991). According
to Schaufeli and Bakker (2004) defined engagement as a state of mind relating
to positive, fulfilling & work- related that is characterized by three
dimensions as vigour, dedication and absorption.
Vigour is the willingness of the employees to
do the “hard” work, having the determination and the willingness to put in the
time & effort that is needed to get the difficult work done (Admasachew and Dawson, 2011).
Dedication is the presence of significance,
enthusiasm, inspiration, pride, and challenge in the employees (Admasachew and
Dawson, 2011).
Absorption is how concentrated and “happily”
occupied the employees with their work, to the level where detaching from work
becomes a challenge. This is the state commonly referred to as being on a
“flow”, where the mind is laser focused on the job at hand & the body
executes flawlessly (Admasachew and Dawson, 2011).
The employee engagement is based on
trust, integrity, two-way commitment and communication between an organisation
and its members (Engage for Success.org, 2020). It is an approach that
increases the chances of business success, contributing to organisational and
individual performance, productivity and well-being. It can be measured. It
varies from poor to great. it can be lost and thrown away. (MacLeod and Clarke,
2009, 9)
Kahn, (1990, 694) Describes employee
engagement as when the employees are given an opportunity to express their
views physically, emotionally and through actions. The emotional part of the
employees could be classified as either negative or positive views about the
organisation. Moreover, according to Kahn, engagement is when an employee is
physically and emotionally present while doing their daily work.
Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organisation. It is also about creating an environment where employees are motivated to want to connect with their work and really care about doing a good job (Macleod and Clarke, 2009). It is a concept that places flexibility, change and continuous improvement at the heart of what it means to be an employee and an employer in a twenty-first century workplace.” (K.Truss, 2008)
Using below video: 01, we can get a
better simple idea about the concept of employee engagement with examples. The
video shows how employee satisfaction does not necessarily mean being employed,
using examples such as the fashion store sales team leaving the music and
laughing ( clearly satisfied with their work ) However, it is not
customer-centric and often does not function ( not involved) in the way that
facility leadership requires.
Video 01: Definition of Employee
Engagement
Source:
(Kruse, 2015)
List
of References:
Admasachew, L. and Dawson, J. F. (2011) ‘Employee Engagement – A Brief Review of Definitions, Theoretical Perspectives and Measures’, Aston Business School, Aston University, p. 11.
Engage for Success.org, 2020, Available at: https://engageforsuccess.org/what-is-employee-engagement
Kahn, W. A. (1990) Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), pp. 692–724.
Kruse, K. (2015) What Is the Definition of Employee Engagement? [Online]. Available at: https://www.youtube.com/watch?v=Uu7EG6EZeAM [Accessed on 23 October 2019].
Macleod, D. and Clarke, N. (2009) ‘Engaging for Success: enhancing performance through employee engagement’, Department for Business Innovation & Skills, 1, pp. 1–124.
Schaufeli, W. B. and Bakker, A. B. (2004) Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. Journal of Organizational Behaviour, 25(1), pp. 293-315.
