Employee Engagement and its Benefits
Introduction
Employee engagement is
an important factor of organizations in the twenty first centenary. The aforementioned
subject is confabulating among the academic researches and organizations. To
begin with, Employee engagement is defined as “the level of an employee’s
psychological investment in their organization.” (Aon, 2017,p. 2).
Figure 1.0: The Aon
Hewitt Engagement Model
(Source:
Aon Hewitt, 2017)
The
Anon Hewitt Employee Module detail about engagement, business impact of
engagement and work related involvement & its element would lead to greater
engagement (Aon, 2017,p. 2). According to the model, engagement drives are
company practices, basics, work, performance, leadership and the brand. These
drives would give outcomes such as say, stay and strive. In fact, business
outcomes would be talent; retention,
absenteeism, wellness, operational; productivity
and safety, customer; satisfaction,
NPS, retention and financial;
revenue/sales growth, operational income/margin and total shareholder return (Aon,
2017,p. 2).
Furthermore, the phrase
‘engagement’ could be used in a particular employment where the people are
passionate, enthusiastic about their employment and have good work practice to
achieve higher levels of achievements. (Armstrong, 2010). It is also important
to highlight, engagement was defined as the positive attitude of the employee
towards the institution and its values. This combine the following facts 1) a
positive attitude and pride in the organization, 2) trust in the organization’s
products/services, 3) being aware that the organization allows the employee to
perform well, 4) a willingness towards good behaviour and to be a good team
player, and 5) an understanding of the bigger picture and to go beyond and
above job requirements (Robinson, Perryman, & Hayday, 2004).
Also Employee
Engagement is with the support of higher management, employees need to engage
in devotion, passion and effective leadership skills. In an organization human
resources leaders set the motivational drive, creed and spread the positive
moral to the employees (Pratima, & Bhagirathi, 2016. Then an engaged
employee would be an ambassador whom he or she would give a positive outcome
and would be devoted to produce good results in an organization and does not
change employment frequently (Priyanka, 2017). In fact, in the present-day to
have the work-force engaged, it is important for the leadership to keep a close
eye and regularly seek for various techniques (Arti et.al, 2016).
How
engagement woks
In terms of engagement
there are three types of employees in an organization. Gallup (2016) explains
them as;
Engaged
employees: In an organization employees that work with passion
and feel a profound connection to their work are engaged employees. These employees are driven with innovation and
consistently move the organisation forward.
Disengaged
employees: Employees that ‘sleep-walk’ through their work day
and who does not have any energy or passion towards their work are
‘checked-out’ employees.
Actively
disengaged employees: Employees that can undermine what
their engaged colleagues have accomplished are unhappy employees at work:
they’re busy acting out their unhappiness.
Employees that ‘go the
extra mile’ and deliver above and beyond on their job performance are likely to
have a grater employee engagement (Robert, 2006).Currently employers are aware
of the significances of having an engaged work-force, innovation, productivity,
and bottom-line performance are highly recognized in engaged workforce. While
this takes place retention in highly competitive talent markets and reducing
costs related to hiring is significant (Harvard Business Review, 2013).
Team MyHub (2016) seven
perks of increasing employee engagement and solutions on how to; Enhanced
productivity, employee satisfaction, lower employee turnover, high degree of
creativity, workplace safety, home and work integration and increased
revenue.
Likewise
when inquire the factors influencing employee engagement and how each factor
performs Josephine (2013) detail commitment,
motivation, loyalty and trust are four important things when we talk about
employee engagement and trust. The
quality of engagement of an employee determines the level of an employee. Hence
it is important to know the correlation between these factors particularly.
Armstrong
(2009) explains, with expanded employee engagement an organization could have
higher organizational commitment. These
employees are excited about their jobs and give their hundred percent and well
aware of their organization and are proud to be a part of it. However; employees could be engaged with
employment without a commitment as well. The author explains below ccombinations
of the impact of engagement and organizational commitment.
Figure:
2:0 Combinations
of the impact of engagement and organizational commitment
(Source: Armstrong 2009)
Employee
commitment should be considered as an essential business factor (Amena &
Shahid, 2013). O’Malley
(2000) contends five general factors which would enhance employee commitment; affiliative,
associative, moral, affective & structural commitment.
Motivated employees are
an asset and continuance
encouragement
is required in order to receive an exceptional outcome. Improving organization
operation must be an effort of motivation.
These need to be designed effectively to show benefits to the employees. When
workers are able to combine their personal ambitions with those of the
organization, motivation can be accomplished (Kirti, 2012). Employee motivation
is the effect an organization could make for an employee in a way to operate in
an organization, it determine the success or failure of the organization.
Influencing the behaviours of their employees to behave in certain ways is also
important (Dongho, 2006). The author further explains in Figure: 3 two types of
rewards; intrinsic (self-satisfaction) – programmes such as employee
recognition, involvement, job redesign & scheduling examples a) thank notes
b)certificates of appreciation c) participative management, d) quality circles,
e) employee stock ownership, f) job sharing, g) rotation, enlargement & h) enrichment, i) flextime,
j) telecommunicating.
Extrinsic (rewards
given by others) - programmes such as variable pay, skill-based pay and
flexible benefits described by a) price-rate pay plan b) gain sharing &
profit sharing c) bonuses d) skill e) competence d) knowledge-based pay e)
modular plans f) core-plus plans g) flexible spending plans.
Theories such as Reinforcement theory; B. F.
Skinner’s theory of reinforcement indicates the application of reward and
punishment (Austin & Taiwoo, 2014). It is the course of action taken to
control the consequences of the behaviour. This theory is a combination of
rewards/ punishments used to reinforce desired behaviour or extinguish unwanted
behaviour.
EGR theory; is
generally known as the theory of existence, resistance, and growth. It is a
study which motivational factors enable to understand the individual human behaviour
(Jane, 2012).
Two factor theory: This
theory argues two factors which are motivators and hygiene factors influence motivation in
the workplace. Motivators are which encourage employees to work hard and hygiene
factors are employees unmotivated if they are not present (EPM, 2018).
Vroom’s Expectancy
theory; this theory is based on assumptions and has three main elements:
expectancy, instrumentality, and valence. A person’s estimate of the
probability that job-related effort will result in a given level of performance
is expectancy. An individual’s
estimate of the probability that a given level of achieved task performance
will lead to various work outcomes is instrumentality.
Valence is the strength of an
employee’s preference for a particular reward. Thus, salary increases,
promotion, peer acceptance, recognition by supervisors, or any other reward
might have more or less value to individual employees (Fred, 2011).
Figure
3.0: Types of Motivational Programs, Examples, and Linked
Theories
(Source: Dongho, 2006)
Moving on to the next
factor, loyalty is the
characteristic of employees who has faith and devotion towards the organization.
Maximum of their time, energy, knowledge, skill and effort is given to the
organization to achieve organizational goals (Rishipal, 2013). Whereas trust, is the confidence when the
action is consistent with their word. What truly matters is, the organization
and its co-workers respects the skills and shows concerns of the employee’s
welfare (Robert & Sheryl, 2008).
Human resource system
does play a huge part in employee engagement, like staffing, training, and
development practices. This will contribute to enhance competitive advantage
and potentially maintain the organization and employee fit (Yupono, 2014).
Kahn (1990), explain disengagement as “the withdrawing or defending
of oneself physically, cognitively or emotionally during their work role
performance.” Outcomes of employee disengagement detail by Zafrul (2017) as; negative
job attitude, the absence of teamwork, rigidness to accept feedback, lack of
trust, low morale, no learning, the higher rate of turnover, more work place
violence and bullying, more health problem, higher conflict, more absenteeism,
lower productivity, higher rate if accident and safety problem, more deviant
work place behaviour, lateness, loss of cultural values, postponement/ withhold
of woks, no innovation and creativity and lack of interpersonal relation.
According to Forbes
(2017), 18 percent are actively disengaged of work. This workforce
is normally negative; creates a
negative environment, unhappy about their employment and I always vocal about it.
They would have a significant influence over others. The organization needs to
watch-out for these types of employees as they could toxicity the organization
and can rarely be transformed into true “A” players.
Benefits of employee engagement
An elevated engagement is beneficial for both
organization and employee. Various researches have highlighted that directive
and positive performance of employees is influenced by the rewards lead to job
satisfaction. In order to improve an organization’s effectiveness, rewards are
one of the most efficient tools of management when trying to influence
individual or group behaviour. (Ovidiu-Iliuta, 2013). Kahn (1990) stated that employee motivators such as
advancement opportunities provide employees’ psychological safety that makes them
more motivated towards their work. Likewise, for an organization engagement is
a powerful influence towards the performance,
driving bottom‐line profit and enabling organisational agility and improved
efficiency in driving change initiatives (IES, 2009). Gallup (2018) claims Gallup (2018) claims “High
employee engagement directly impacts a business's economic health. Gallup findings
indicate that when compared to less engaged businesses, highly engaged business
units experience 41% fewer instances of absenteeism. Lower absenteeism rates
increase productivity, boost morale, and improve revenue.” In particular, accounting benefits of employee engagement are:
reduced mistakes lower the costs and higher profits (Amanda, 2016).
Employee engagement process can
be demonstrated by the organizations survey as well. The following example is
from Solvay; the Group target is by 2025 to have an engagement index of 80%.
This index is used as a yardstick to decide which actions are needed.
Initiatives and processes are to cultivate the engagement and well-being of its
employees, including: personal development, reward & recognition, inclusive
culture and work-life balance (Solvay Annual Integrated Report, 2016).
Conclusion and Recommendations
To summarize, employee engagement is a highly
important component of an organization, a price of a product could change
easily but it is another thing to change the nature of an engaged workforce
(William & Benjamin, 2018).
Employee should be given the freedom to give ideas to
the organization as this will boost their morale and consequently lead to
higher productivity (Osabiya, 2015).
The following HR
policies are recommendable for an effective employee engagement:
performance-related rewards, effective and fair means of positioning and
selecting employees, designing employee feedback system in respect to leaders'
behaviour, and finally improving alignment between HR strategies and the
corporate strategy (Maha, 2015).
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Employee engagement is beneficial to both the employee and organization in many ways. Increased productivity, reduced labor turnover, trust and increased profits are benefits to the organization as well as, job satisfaction, positive behavior and fulfillment are benefits for the employee (Bhavani and Sharavan, 2015).
ReplyDeleteYes i agree, benefits such as employees feel the ownership of their employment, trust on the organization, personal development and job satisfaction would improve. In addition, their motivation, creativity, organizational loyalty and willingness to take over some work and result them increase (Celik, 2014).
DeleteThe newest investigates confirmed the well-known connection among employee engagement and main performance results such as productivity, customer rankings, profitability, revenue (for high-turnover and low-turnover organizations), safety incidents, shrinkage (theft), attendance, patient safety incidents and quality (Reilly, 2014).
ReplyDeleteCorrect,and also employee empowerment increase organizational creativity and inattentiveness at the same time. However, this depends on having a common point of view of management and other employees in the point of expected result and benefits. (Celik, 2014).
DeleteAcademic researchers have defined employee engagement as ‘the harnessing of organization members’ selves to their work roles; in engagement, people employ and express them selves physically, cognitively, and emotionally during role performances’ (Kahn 1990). Others have noted the centrality of ‘vigor’ in the idea of engagement – that is, feelings of strength and emotional energy in the workplace (Shirom 2003).
ReplyDeleteHi Ann, there are two types of engagement, job engagement and organization engagement (Agrawal, 2013). Harter et al., 2002 says that “employee satisfaction and engagement are related to meaningful business outcomes at a magnitude that is important to many organizations”.
DeleteEmployee engagement tend to fulfill the requirements of the company and address according to the values and culture of it and share. Engaged employees pay attention and get more confidence to carried out difference ( Macey, 2006 cited in Kaufman et al., 2007).
ReplyDeleteKey drivers of employee engagement, trust & integrity, Nature of the job, career growth opportunities, Pride about the company, Co-workers / team members, Employee development, Relationship with manager (Siddhanta & Roy, 2010)
DeleteChartered Management Institute 2015 defines Employee engagement as “a workplace approach designed to ensure that employees are committed to their organisation’s goals
ReplyDeleteand values, motivated to contribute to organisational success, and are able at the same time to
enhance their own sense of well-being.”
Kahn (1990) explain engagement as “use varying degrees of their selves – physically, cognitively and emotionally in work role performances”.
DeleteA highly engaged employee will consistently outperform and set new standards. In the
ReplyDeleteworkplace research on employee engagement (Harter et al, 2002) have repeatedly asked employees, whether they have the opportunity to do their best every day.
Engagement performance parameters are listed by Kazimoto (2016); Control over the Job, Availability of tools and resources, Recognition for performance, Provision of fair rewards for work, Recognition of ideas and suggestions, Importance to the individual’s needs, employee commitment for his activities, Refer to a friend or colleague, Image of the company in the Industry sector, Image of the company in the community.
DeleteStaris and Galpin (2010) claimed that high levels of engagement have been shown to relate to lower absenteeism and higher employee retention; increased employee effort and productivity; improved quality and reduced error rates; increased sales; higher profitability, earnings per share and shareholder returns; enhanced customer satisfaction and loyalty; faster business growth; and higher likelihood of business success.
ReplyDeleteThe rate of absenteeism in the government sector is high, and the affection of employee morale and the reasons for them to absent from work are manifold. Solve the issue of absenteeism is essential, points of view of the supervision and the workers on the plague and how he/she intends to solve it (Joseph, 2015).
DeleteEmployee engagement is positively related to both task-oriented and relationship-oriented behaviors. Further, followers’ engagement is directly influenced by leadership behaviors such as supports team, performs effectively, and displays integrity (Luthans, 2002). Although, holding a leadership position has increased the degree of engagement, tenure is not associated with engagement (Cross and Baird, 2000).
ReplyDeleteAkanji (2018) claimed “leadership styles had multiple effects on work engagement. For instance, a few claimed to adopt authoritative leadership styles by using strict control over subordinates and at the same time demanding unquestionable obedience.”
DeleteThe extent of cognitive, emotional and physical resources used by an employee in performing the responsibilities assigned at work is related to employee engagement (May et al., 2004). Apart from the higher performance, employee engagement relates to increase the return on assets, higher earning per employee, lower absenteeism, decreased costs, reduced turnover, lower cost of goods sold and fewer quality errors (Salanova et al., 2005).
ReplyDeleteChandani et al.(2016) employee engagement is based on Health and Safety, Pay and Benefits, Performance Appraisal, Respectful Treatment of Employees, Career Development.
Delete
ReplyDeleteEmployee engagement can be considered as an important aspect as well as a factor of motivation in order to achieve high company performance (Kazimoto, 2016). Although there are ample amount of benefits of higher employee engagement, it also associates with some negative impact on their family life (Bolino & Turnley, 2005).
Work life balance is essential for any employee. Having family balance is a major function and it would be a powerful leverage point for promoting an individual and employment effectiveness (Bhatnagar & Shankar, 2010).
DeleteLine Managers should espoused to enhance engagement in order to improve organizational performance (Khan, 2016). Perceiving the strengths and weaknesses of an individual as well as continuous feedback are the major concerns of a line manager for a higher degree of employee engagement (Alfes, Shantz, Truss, & Soane, 2013). Further the individuals should be given about their ownership and creation of the outcome (Kramer, 2010).
ReplyDelete“Employee engagement as having a positive influence on organisational performance, stating that the more engaged employees are, the better the organisation performs and has a positive influence on performance outcomes such as productivity, profitability, employee retention, safety and customer loyalty” (Pillay, Singh, 2018).
DeleteIvanitskaya, Glazer and Erofeev (2009, p.109) mentioned that, “the most fundamental element of any organization that helps the organization to survive is the individual person”. When individuals complete their tasks in a correct method, the business thrives.
ReplyDeleteWhen an individual has positive emotions he or she is able to feel in a more flexible, open-minded way and are also likely to feel greater self-control, cope more effectively and be less defensive in the workplace (West, 2005).
DeleteIn addition to what you have mentioned above, Autonomy, Variety, Feedback, Fit, Opportunities for development and Reward & recognition are key factors that drives employee engagement (Crawford et al (2013). Though these factors drive engagement, Motivation plays a major role in employee engagement (Comaford, 2018). Engaged employees results in sustainable competitive advantage (Pandey, 2013)
ReplyDeleteAgree, motivation plays a major role in employee engagement. Motivated employees are more committed, more involved and more engaged in their job. (Shaheen & Farooqi, 2014)
DeleteAccording to Buckingham and Coffman (1999) the origin of the term ‘employee engagement’ still lingers elusively without definite answers though believed to be first used by Gallup organization in the 1990's. The term has been inter-changeably used with ‘worker engagement’ even though employee engagement is perceived to be more concerned with relationship relative to the organization whereas, worker engagement involves relationship with one’s work (Bordia et al, 2008).
ReplyDeleteSarangi & Nayak (2016) claims that employee engagement is a positive mindset held by the employee towards the organization and its values. An engaged employee is aware of the business context. organizational success is depend 6C which are i) Clarity ii) Confidence iii) Convey iv) Connect v) Credibility and vi) career.
DeleteAs stated by Macey and Schneider (2008 )Having engaged in employees might be a key to higher advantage. This will be particularly valid in the event that we can indicate how the engagement develop produces impacts at levels of concern to management. Similarly as with every single beneficial thing, the test of building up the conditions for state and social employee engagement will be strange
ReplyDeleteAccording to Gallup, only 33% of employees in the USA were engaged in 2016. Shriar (2017) states “involved in, enthusiastic about and committed to their workplace”. Engaged, motivated employees have higher satisfaction, which leads to enthusiasm in their role and overall company growth in the form of higher retention and lower turnover; higher productivity; increased profitability; less absenteeism, and increased employee loyalty.
DeleteStorey et al. (2018) suggests more focused effort in 3 key areas for managers and leaders in the area of employee engagement. Firstly, Leadership Energy (Energy is defined as the degree to which they are energized or motivated at work). Secondly Role-based performance to define engagement and Thirdly, Engaging low energy employees. They further add engagement programs should start from the top management and they should have time and energy to go “above and beyond “their roles so that an example is set to other employees to follow.
ReplyDeleteAgree, There are few more drivers’ enables to increase employee engagement like • A culture of respect where good job is appreciated. • Feedback, counseling and mentoring. • Fair reward, recognition and incentive scheme. • Effective leadership. • Clear job expectations. • Adequate tools to perform work responsibilities. • Motivation (Mehta & Mehta, 2013)
DeleteArmstrong & Brown (2006) stated When the psychological contract of the employee is disturbed, the employee engagement drops or declines. Coleman III (2017) further described that If the employees in an organization are not committed to their jobs, the employee engagement lessen.
ReplyDeletePsychological contract and job engagement is are two import factors of management and organizational behaviour. Accordingly, managers are taught how to create motivation among employees so that they have more feelings regarding their own organizations and employers and accept more obligations and interim, grant the organization to remain in the scene of competition (Heshmati & Jed, 2015).
DeleteHi Taniya, according to Harter et al. (2002), employee engagement is moulded by the influence provided by the work environment, direct supervisor, senior management team and colleagues. In that context do you suggest employee engagement over organization and employee engagement over subordinates are the same or two different concepts?
ReplyDeleteHi Achintha, i would say it is the same. Employee engagement over organization and employee engagement over subordinates is very important. With both organization and employees “related to communication, performance management, and individual strengths – strongly link to employee engagement and give organizations better insights into developing their managers and raising the overall level of performance of the business (Harvard business Review).
DeleteHi Taniya, to add to your comment below is The three core facets of engagement (Alfes et al., 2010)
ReplyDelete1.intellectual engagement – Finding new ways of doing the job with great enthusiasm.
2 effective engagement – Positive mindset of doing a better job.
3 social engagement – Finding a new mechanism to improve by discussing with other employees.
Hi Mark, agree. Furthermore Bedarkar & Pandita (2014) details three elements of employee engagement, contributions, connections, growth and advancement.
DeleteCan be added as Employee Engagement can be defined as the spontaneous involvement in the role (Kahn, 1990). The employees in the engagement perform themselves physically, cognitively and emotionally in the role. Engagement also can be described as high activity level and the knowledge of the work environment the employee would possess and the feeling and the attitudes which would be towards the employer and the working conditions. It can also be as “a positive, fulfilling, work related mind set which is designed to absorb energy, dedication and absorption” (Schaufeli, 2002, p 345).
ReplyDeleteAgree, Robinson et al. (2004) define employee engagement as “a positive attitude held by the employee towards the organization and its value. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee".
DeleteWould like to add as Employee Engagement effects the financial and the organizational accomplishments other than the employees results itself (Shuck and Wollard, 2010). The engaged employees perform more effectively rather than the disengaged employees (SHRM Foundation, 2006).
ReplyDeleteAgree, Engaged employee consistently demonstrates three general behaviors which improve organizational performance: Say-the employee advocates for the organization to co-workers, and refers potential employees and customers, Stay-the employee has an intense desire to be a member of the organization despite opportunities to work elsewhere Strive-the employee exerts extra time, effort and initiative to contribute to the success of the business ( Baumruk and Gorman, 2006)
DeleteHi Taniya, thought of commenting about the meta-analysis by Harter et al. (2002). This revealed that the employee engagement can drastically influence on customer loyalty and satisfaction levels, and when the employee engagement is weaker business-level outcomes of the organization can have turned out to be significantly declined. Also Riketta (2002) found a direct correlation between attitudinal commitment of the organization on recognizing the individual strength of the employees, can gain significance job performance increase. Most importantly it should be noted that the role of managers on employees’ levels of engagement and the levels of managers' self-efficacy have a correlation on the employee engagement as well, as determined by Luthans et al. (2002). This proves the outcomes of the managers of the organization are important at both individual and organizational level to maintain the employee engagement.
ReplyDeleteHello, According to a new meta-analysis of 1.4 million employees conducted by the Gallup Organization, improving employee engagement is not simply about improving productivity — although organizations with a high level of engagement do report 22% higher productivity.
DeleteI would like to add, Mone and London (2010) defined employee engagement is “a condition of employee who feels involved, committed, passionate, and empowered and demonstrates those feelings in work behaviour”. It is thus the level of commitment and involvement an employee has towards their organisation and its values. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus, employee engagement is a barometer that determines the association of a person with the organisation.
ReplyDeleteEmployment engagement is an element to achieving company success and developing employee skills and talents toward forthcoming goals. Cheerful employees equal a lively and prominent company. However, outdated traditional surveys used to measure engagement fail to reflect how current employees operate and what they most desire and need to succeed (Craig, 2018).
DeleteTo add,Kahn (1990: 894) defined employee engagement as ‘the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances’. There have been dozens of definitions since the explosion of interest in the concept during the 2000s. Harter et al (2002: 269) stated that engagement was ‘the individual’s involvement and satisfaction with as well as enthusiasm for work.
ReplyDelete"Employee Engagement is the devotion, passion of employees and effective leadership skills with support from the top management to the employees. Human resource leaders set the drive and creed of their company and spread that positive morale to the employees in the company" (Sarangi & Nayak,2016).
DeleteIn addition to what you have mentioned in article, I would like to add, traditional organizations relied financial measure or hard numbers to evaluate their performance, with profitability revenue and cash flow. But employee attitudes and perceptions are also now recognize as important factor for organization growth (Fred Luthans, Suzanne J. Peterson,2002).
ReplyDeleteHi Aravindth, yes and also higher management and other financial workers put their priority on financial factors to accomplish organization performance dealing with gain and accounting returns, calculating financial benefits from project operations (Kazimoto, 2016).
DeleteHi,
ReplyDeleteAdding on to your blog,Intrinsic motivation is associated with the concept
of engagement. It is the positive feeling towards work rather than pay or recognition. (Macey et al (2009: 67). Following are the three steps that the managers could contemplate to improve Motivation (Pink, 2009):
1 Autonomy – encourage people to establish their own goals and plans and focus/concentrate on getting work done not how it is done.
2 Mastery – help people to identify the ways/steps they can take to improve help them to identify on their progress on the job.
3 Purpose – when giving instructions explain the reason (why) and the way of process (how).
Nidan, 2001 states, “Employee engagement shows the degree of how much an employee is involved, empowered, motivated and committed towards his job and organization. An engaged employee is aware of the business context, and works as a team member to improve performance of the job for the benefit of the organization. Engaged employees are concerned about the future of the organization and are willing to invest discretionary efforts for the organization”. Regarding motivation Furlich (2016) explain Motivation can lead to expanded job performance, in less time, which sum to efficiency. Thus, organizations could boost their productivity while decreasing expenses. The understanding of employee motivation can tremendously influence an organization.
DeleteAn effective engagement always assure a better connectivity between leaders and employees or followers. However, engagement may not successful due to the negative attitudes of individuals towards leaders or vice versa (Sarangi & Nayak, 2016).
ReplyDeletesupportive leaders build a supportive environment that allow employees to try and to fail without fear of the consequences. Leaders who motivate employees create trust through civility, honest communication, and concern towards a healthy workplace (Deskins, 2018).
DeleteHi Tania,
ReplyDeleteEmployee Engagement is the devotion, passion of employees and effective leadership skills with
support from the top management to the employees. Human resource leaders set the drive and creed of their company and spread that positive morale to the employees in the company (Ambler,2007)
Hi Dishan, supportive leaders build a supportive environment that allow employees to try and to fail without fear of the consequences. Leaders who motivate employees create trust through civility, honest communication, and concern towards a healthy workplace (Deskins, 2018).
Delete
ReplyDeleteAccording to Crewell (2009), though some researchers believed demographic information has some impact on employee engagement pattern, others are of contrary views. On this premise, the impact of certain key demographic information such as gender, marital status, age, years of working experience, and educational background were examined on effective employee engagement.
According to Hernández, 2017) “Employee’s age is consider as a positive and significant variable that influence engagement and satisfaction through Job Crafting behaviours. Moreover, there is a difference among younger and older employees on the way they approach and craft their jobs as well as a difference on the motivations that lead to the occurrence of Job Crafting behaviours”.
DeleteWe are a team of expert professionals, striving to foster effective employee engagement and reinforce team spirit. We study your requirements and put together our expertise to rejuvenate your team.connect with us at EMPLOYEE ENGAGEMENT ACTIVITIES
ReplyDeleteYou write a wonderful blog on employee engagement . There are many other ways of engaging your employees together by organizing virtual employee engagement activities and games so to see you can check this small video www.youtube.com/watch?v=kpYNKMa6M2I . Also Share your fascinating ideas with us we will publish your valuable thoughts on our website www.sosparty.io/ .
ReplyDeleteThanks for the wonderful blog.We organise Online employees engagement activities for the work-from-home employees. With these virtual employee engagement events, employees can participate in various activities, freely enjoy their social life digitally.
ReplyDeleteGreat blog learned many things about HR tools from this blog, very informative.
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ReplyDeleteGood blog
ReplyDeleteWith online employee engagement activities, the remote employee can interact with other remote employees and improve their team bonding relations.
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ReplyDeleteWonderful Article! Managers can agree that employee engagement and retention are at the top of their priority list. Try these Virtual Employee Engagement Activities During Work from Home and engage your remote employees.
ReplyDeleteGood informative blog. In the current situation, many companies allow their employees to work remotely. In this case, employees engagement activities are very difficult to conduct. With online games for employee engagement, we can engage employees in various team building activities virtually.
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ReplyDeleteThis comment has been removed by the author.
ReplyDeleteThanks for sharing.
ReplyDeleteThanks
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With many employees now working remotely, keeping them engaged becomes a more challenging task. Still, there are many different types of Online employee engagement activities that can be done to foster engagement for remote employees.
ReplyDeleteEngaged employees work effectively and efficiency for the organization And the technology adds more fun to the employee engagement and the team-building of the employees. As employees are virtually connected with each other through digital platforms. Driving online employee engagement activities could be one of the most important factors for the organizations
ReplyDeleteWonderful blog, it really helped me a lot and to understand on employees engagement and relationship between a employer and employee is simple as that clearly explained. www.gotincite.com
ReplyDeleteWant to ensure that your remote team is as tight-knit as on-site teams? We provide virtual employee engagement activities that provide the benefit of anytime and anywhere access.
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ReplyDeleteAmazing Blog! Looking for fun games to start your day and to enjoy with your coworkers, then you’re in the right place. Go and check out the list of Online Employee Engagement games. And, Get ready to have fun and enjoy with your remote team and coworkers.
ReplyDeleteYou have given nice and very depth information. I really like what you write in these blog I also have some relevant information about Employee engagement
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