Why Employee Engagement ia a Necessity

2021-04-28
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Employee engagement is the degree to which workers are satisfied with their occupations, feel esteemed, and encounter coordinated effort and trust. Employees who are engaged will stay with the organization longer and consistently find more astute, more compelling approaches to increase the value of the association. The final result is a high performing organization where individuals are thriving, and profitability is expanded and maintained. Engagement can influence employees' dispositions, non-attendance, and turnover levels.

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Different studies have shown links with profitability, progressively indicating a strong relationship with the individual, bunch, and organizational performance, an achievement measured through the nature of customer experience and customer reliability. Associations with higher engagement levels have a tendency to have lower worker turnover, higher efficiency, higher aggregate shareholder returns and better money related performance. Organizational cultures with high engagement levels might likewise have an alluring business brand, being a business of decision which draws in and holds the best ability. By building a society that empowers employees to take part in their work, associations might profit from staff who willingly go an extra mile to accomplish better money related execution.

Kahn became the first in introducing the concept of workplace engagement. He explained the engagement levels variability at two extremes:

- Personal engagement-people integrate with roles physical, emotionally and cognitively by expressing and employing themselves at workplace.

- Personal disengagement- individuals have a tendency of defending themselves in not integrating with their roles.

Later on, three levels of engagement were developed engaged, not engaged and disengaged:

- Engaged - the employees have passion and puts a considerable effort into work and also shows commitment and innovation.

- Not engaged- these individuals contribute less effort and energy, they pretend to work but in real sense they are not.

- The disengaged- they are the greatest liabilities in any organization. They cause decreased employee contribution and satisfaction as the spread their state of unhappiness to the other employees. When the management provides opportunities and guidance in achieving personal goals, those who are not engaged turns to be engaged.

Through engagement of the employees, organizations can instill the competencies and capabilities necessary for improving business results. Employees have in possession attributes such as skills, knowledge, abilities, attitudes, personality and temperament. These characteristics, by applying technology and tools, are used in the accomplishment of the work behaviors by the organization-defined procedures. Employers wish to encourage the employees to perform voluntary and prescribed activities and not the proscribed ones. Organizations, to achieve the goal, uses a number of practices that affect the process or person directly. The reactions of employees toward these practices often determine the level of the commitment and engagement.

The majority of the organizations in the recent times have made engagement an important factor to be considered seriously in their overall strategy. It is believed that there are four drivers to this:

People have become a primary source of a competitive advantage

It is possible for any product to be easily copied, new facilities to be built, fleeting of the technological edge but the talent quality of an organization, its commitment and passions are impossible to replicate. Engagement becomes the primary factor that drives the intangible assets value.

Retention of talent

The organizations should take it more seriously the effort they put in attracting and retaining talent for survival in the future. Well beyond the workforce expense of expanded retirements, organizations are starting to take regard of the gigantic budgetary costs of turnover and progressively seeing worker engagement as a basis for keeping their key workers what's more, pulling in new onesas the war for talents warms up.

Popular appeal

While regardless it takes persistence to execute, engagement gets to the "hard stuff" by centering on the "gentler stuff." As one administrator said: "It's about engaging the head and the heart."

Engagement is about making enthusiasm, it's about concentrating on what individuals do well, and it's about advancement and acknowledgment. Some have called worker engagement a type of good brain research which, in general, is a simple pill for associations and their workers to swallow.

Overwhelming impact

The Human Resource (HR) capacity has been underweight for quite a long time to demonstrate that it has an impact.HR experts are scrambling to explain that their exercises and speculations are both efficient and emphatically compelling to business technique.

The positive relationship in the middle of engagement and execution gives a route for HR to demonstrate its commitment. It's a truth: The higher the level of engagement, the greater the performance of the business. Every organization including the top performing ones aim at achieving higher levels to maintain a competitive edge, and it requires more than a new business model to improve productivity. An engaged workforce often feels part of an organizations business plans and goals. Engagement is business initiative

Outcomes of Employee Engagement

Employee engagement is a positive involvement in itself. Work engagement is a hardnosed recommendation that not just comes about however can be measured in expenses of recruitment and worker yields.

The outcomes are categorized into two:

1. Organizational outcomes include:

Customer loyalty- employees who are pleased with their work have a higher tendency of creating loyal customers. Employees who are engaged knows how to meet the needs of the customers.

Employee retention- work engagement is related positively to the commitment of an organization.

Employee productivity- engaged employees are more hardworking and loyal and are willing to go an extra mile in the organization.

Organizational performance- increasing engagement of workers and building a supportive environment will increase the possibility of business success significantly.

Successful organizational change - employee engagement plays a vital role in assisting the successful implementation of the organizational changes and enables organizational agility in companies that have been forced to adapt adequately to changing market.

2. Some of the employee outcomes are:

Clarifying expectations- engagement offers an opportunity for self-investment in their work. It also increases the employees self-efficacy sense.

Health and wellbeing- a greater percentage of engaged employees, have an active work effect on their physical health. Also, viewing an organization as a place that is healthy to work in increases the support of employees for the organization.

Some engagement initiatives that have been known to be important are the authority in decision making, empowerment in sharing of opportunities and ideas to develop the employee talent and also motivations to drive the engagement process. The methods of employee engagement include:

The nature of work

By vast numbers of the meanings of engagement, the nature of the representative's work impacts their level of engagement. A significant part of the writing has discussed the significance of having to test and changed work that uses old and new aptitudes. The work needs to be seen as imaginative and energizing for the representative. Workers likewise need to feel that the work they are doing is critical for themselves and others.

Action teams

Employee action teams enable creation of a two-way communication program that is active. Engagement requires a total team effort. Culture shift should be present for every employee and leader to recognize the responsibilities they have to achieve success. When employees become part of the process of communication, a culture where the employees aid in leading the process are created. An engagement model has been devolved in making an approach to start employee action teams. It involves,

Laying off the groundwork

It all begins with foundation laying. Action teams and engagement programs are built starting from the ground. An important component is the definition of data-driven goals that show engagement needs. The leaders should also link the team and business objectives and strategies, for example, elimination of accidents in the workplace or reducing wastes.

Engaging the participants

Leaders determine the team members qualities, and once the standards have been set, the nomination process is now open to the workforce.

Train trust and implementation

Once the team is formed, it should run successfully and smoothly. Training is required for starters. The members should know their duties and be trustable

Sustaining the action teams may require the following key steps: Regular meetings, team orientations, selection of team leaders, establishment of sound business needs, recognizing people and progress and the creation of standard definitions.

Motivation of the human behavior

Motivation plays a key role in promoting engagement as it is directive, energizing and consequence oriented. Self-determination theory identifies two forms of motivations; intrinsic and extrinsic. Intrinsic motivation refers to the propensity of an individual in achieving something because of its interesting and enjoyable nature while motivation from the outside is extrinsic. People seek external rewards like monetary benefits to drive their positive energy.

Physiological need satisfaction has both the extrinsic and intrinsic motivational potential that enables the employees to achieve their goals. The employees, in turn, become more committed in their workplace.

Employees develop a sense of fulfillment if they are assigned to work activities that are meaningful, when given an opportunity to choose activities they are interested in, if they feel competent in their goals and also if they have the chance to grow personally. All this enhances the employee engagement. However, it is important to know that individual has various motivations. An activity that motivates one does not necessarily motivate the other. Job resources have also been known to give both the intrinsic and extrinsic motivation. Intrinsically, they foster learning, development and employee growth. They play an extrinsic role as they are an instrumental in achievements of goals.

Some job factors like role ambiguity, work pressure, and workload demands more efforts leading to both mental and physical strains. This, in turn, diminishes the engagement levels. Support, proper feedback, and autonomy reduces job demands effects and also improves the engagement. There are various motivation potentials of an organization that often results in an enhanced engagement level. They include:

Decision-making authority

It gives the sense of autonomy, value, and involvement. A chance to make the correct decision concerning an individuals work makes one accept the challenges that are involved in work handling, and also, the employee gains the ability to seek the best resolutions for any problem.

Fair treatment and empowerment

This makes the employees feel valued and involved. Healthy relationships and good communication entail a supportive working environment that is essential in outperforming of tasks and also gives the employees a chance to be involved. Empowering jobs and provision of meaningful tasks to the right person empower the employees to be involved in decisions concerning their works.

Leadership

It gives a sense of purpose. The superior leadership has both the inspirational qualities and motiv...

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