Drivers of engagement
As stated by Crawford
et al (2013: 59–62) below is the factors that affect the drivers of employee
engagement
•
Job Challenge -This takes place when the job responsibility is more and the scope is more so the employee gets an opportunity for personal growth as well
as creates a potential for accomplishments and it enhancers engagement
•
Autonomy -The independence and freedom of having ownership and control of the
job by letting them schedule and determine the procedures of carrying it out.
•
Variety -Roles which creates an opportunity to perform many different
activities along of usage of many different skills
•
Feedback -Describing clearly the effectiveness of the particular job
•
FIT -The expectation of how they see or want to see each other compatible as
the employee and the work environment
•
Opportunities for development -The growth opportunities provided for the
employee to reach fulfillment.
•
Rewards and recognition -The return which an employee will receive directly or
indirectly for his involvement as an individual contributor
Characteristics of employees based on engagement levels
The three core facets of engagement (Alfes et al., 2010)
1 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.
As noted by Gallup (2006) there are 3 types
of the engagement level of employees
• Engaged
•
Not Engagement
•
Actively Disengagement
Figure 2 explains
engagement levels of employees furthermore
Figure 2: Three types of employees
|
Source: (Krueger
and Killham, 2006)
|
As per the figure,
2 (Krueger and Killham, 2006) explains further, due to the unconditional
actions were taken by the engaged employee towards the growth and the Job they
stand apart from the actively disengaged and not engaged employees. Employees
with that stature will have a strong connection towards the organization hence
they will go an extra mile with lots of passion and willingness (Reilly,
2014).out of the three categories the not engaged employees will be the hardest
to identify hence they will be a disturbance for work neither aggressive on
activities and also will spend time in the organization with a lack of motivation
to only fulfill their job requirements. As mentioned by Reilly (2014) they will
not show much interest in handling customers, productivity, profitability, and
quality of work. Actively disengaged employees are used to be continuously
unhappy and also they underestimate the positive efforts put in by engaged
staff`s (Saunders and Tiwari, 2014).
References
Alfes,
K, Truss, C, Soane, E C, Rees, C and Gatenby, M (2010) Creating an Engaged
Workforce, London, CIPD
Crawford,
E R, Rich, B L, Buckman, B and Bergeron, J (2013)
The antecendents and drivers of employee engagement in (eds) C Truss,
R Deldridge, K Afles, A Shantz and E Soane, Employee Engagement in Theory and
Practice, London, Routledge, pp 57–81
Krueger,
J. and Killham, E. (2006) Who's Driving Innovation at Your Company?. [Online]
Available
at: http://news.gallup.com/businessjournal/24472/whos-driving-innovation-your-company.aspx
[Accessed
on 08 May 2018].
Reilly,
R.(2014) Five Ways to Improve Employee Engagement Now. [Online]
Saunders,
L. and Tiwari, D.(2014) Employee Engagement and Disengagement: Causes and
Benefits. THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT, 2(5),
pp. 44-52.
Hi Mark, apart from the drivers of engagement that described by Crawford et al (2013) Tredgold, (2018) illustrate five steps that drives employee engagement as below
ReplyDelete1) To create sense of purpose
2) Employee involvement
3) Not over complicated things
4) Empowerment
5) Recognition
However Line managers played an important role in facilitating participation and providing clarity of purpose, assessing goals, and employee effort and contribution (Armstrong, 2016). Motivation is the key factor in employee engagement (Comaford, 2018). Pandey, (2013) describes that Engaged employees results in sustainable competitive advantage
Hi Rukshan, thanks for commenting. adding to the idea i would also like to bring to your notice that Investing time with employees in their work and sharing power and ideas with an intention of enhancing motivation is a part of empowerment (Kirkman & Rosen, 1997, 1999; Thomas & Velthouse, 1990). psychological empowerment is a significant contribution to employee creativity by positively affecting an employee’s intrinsic motivation (Amabile, 1996; Spreitzer, 1995)
DeleteHi Mark,To add on to your topic and to look at the sustainability of the concept of "employee engagement" wish to bring in following view.
ReplyDeleteIn today’s dynamic business environment, it is seen more and more organizations using the services of change providers/consultants to sustain and thrive their businesses. The top management should question their change providers carefully and ensure that what they build into change programmes around engagement is well founded and sustainable in the long term. Otherwise the concept will become another lip service (Smith,2014).
Hi Suresh thank you very much for commenting, furthermore note that in any organization change is a common.change will happen in the strategy and be driven through restructuring or initiated through new systems and technology.all employees should be accountable for their own engagement with the employer. the leaders must take a leap step in coaching the rest towards the top of engagement, morale, and motivation through the process (White, 2011). as mentioned by Mendes and Stander (2011), leaders in an organization as supervisors need to play a major role in influencing engagement among the rest of the staff during a change process.
Delete
ReplyDeleteNHS stated that engagement considered how people attend and contribute to their work to achieve the organisational goals. Highly engaged employees would like to attend much in their duty role and make it interesting activity. They spend extra time in their work place and try to catch others, inviting them into organisation or activities by tending to explain the values and task of it (NHS National Workforce Projects, 2007).
Hi Geethanjalee thanks for commenting, to illustrate more on this NHS employers have adapted to a more broader model as mentioned by above in figure 1 which defines engagement as a positive position held by an employee towards the employer and its values.furthermore an engaged employee knows whats to be done within the tasks given to drive the organizations towards its success and its also a responsibility of the organizations to build culture of two way relationship between the employer and employee(Robinson et al 2004, p 4).
DeleteThe organization should have proper wage systems in place to motivate employees to work in the company. In order to improve the level of commitment, the employee must receive specific remuneration & benefits (Chandani et al, 2016).
ReplyDeleteHi Aravindth thank you very much for commenting,as stated by Wilhelm (2013) when employees work on, values, talents, and aspirations aligned with the company’s goals and mission. When they emotionally contributed to the organization and the work. as stated furthermore a motivated employee works willingly towards the success of the organization.
DeleteHi Mark,
ReplyDeleteTo add on, the following two ways were considered to enhance on employee engagement by research (Jenkins and Delbridge 2013);
1) Soft Approach
Creating positive work place conditions and relationship between management
and employees, whilst productivity is secondary goal.
2) Hard approach
Direct impact on employee efforts in order to improve organizational performance.
However, the organization used soft approach demonstrated high levels of
engagement whilst employee disengagement was evident on the organization used Hard approach.
Hi, Ashanthi thank you very much for commenting, supervisors should uphold to enhance engagement in order to improve organizational performance (Khan, 2016). Recognizing the strengths and weaknesses of employee, as well as continuous feedback, are the major areas that a supervisor needs to focus on for a higher degree of employee engagement (Alfes, Shantz, Truss, & Soane, 2013). Further, the employees should be given the credit and recognition and ownership of the result (Kramer, 2010).
DeleteMarkos & Sridevi (2010) states that the engagement is affected by many factors which involve both emotional and rational factors relating to work and the overall work experience”.
ReplyDeleteHi, Taniya thank you very much for commenting, nevertheless its also very important for an organization to understand the factors that influence employee engagement in an organization (Handa & Gulati, 2014). Organizations with satisfied, performance-driven,and engaged employees may achieve better results and better retain the results than organizations that have ignored employees who lack responsibility and passion (Grant & Marshak, 2011).
DeleteWould like to add there are several attributes which are identified which affects the employee engagement towards the organization. Some of them which are identified are Work, Leadership and Organizational Interaction. Langelaan et al (2006) measured extraversion and neuroticism , where they identified that extraversion is positively related to engagement whereas neuroticism has a negative impact.
ReplyDeleteHi Priyantha thank you very much for commenting,a different reason that drives the situation to that extend is that today`s leaders face a huge challenge to identify what aspects do motivate their employees (Manzoor, 2012).the idea is all motivational activities and systems must be intrinsic. This is because a blend of factors motivates employees, employees spend one-third of their lives at the workplace which is one of the most important aspects of an employee's identity (Gallup, 2013)
DeleteHi Mark,There is a positive relationship between employee cognitive attitudes, performance personality traits, job performance, emotions and favorable job outcomes (Peterson, 2001). The most rational level of engagement, which is cognitive engagement formed the basis in unravelling the phenomenon as well as the psychological state of engagement (Pillay, 2018). This emphasizes that employees that are cognitively engaged shared a common purpose with their organisation and based on the understanding of that purpose, they are willing to make a personal investment of the resource they influence (Alagaraja andShuck, 2015).
ReplyDeleteHi Tharika thank you very much for commenting,furthermore on cognitive engagement,as stated by Glavas (2012) social theories identify engagement as ethical behaviors driven by cognitive moral development whilst psychological theories identifies the idea of engagement in connectivity with tasks creativity, safety climate, and resource availability (Kataria et al,2012)
DeleteHi Mark, in your context, you mention the word "personal engagement". Christian et al. (2011) pointed out that there is a positive relationship between responsibility, positive emotions, positive personality, and engagement. Bakker et al. (2006) observed that resilience is a personal attribute which promotes employee engagement. Do you suggest personal engagement is trainable or a personal trait?
ReplyDeleteHi Achintha,In terms of personal resources, dedicated employees seem to be different from other employees, including optimism, self-efficacy, and self-esteem, resilience, positive coping style, and demographic variables. These resources can help dedicated employee control and influence their work environment, so personal resources can promote employee dedication (Sun and Bunchapattanasakda, 2018) .
DeleteThe Gallup Organization (2006) describes that the most engaged employees are those who ‘work with a passion and having profound connection to their company and drive innovation and move the organization forward’. This has been further elaborated by UK, CIPD (2007) as it is the ‘passion for work’ and the willingness to go the extra mile. As Shaw (2005) indicates, internal communication professionals of the organization can potentially influence the employees to be engaged and translate their potentials to organizational performance and business success.
ReplyDeleteHi Nimantha thank you very much for commenting,would like to bring your attention to a furthermore detail on the Gallup definition you have mentioned,Gallup organization (2013) Developed the Employment Engagement index from the study done using a sample of 1 million employees and 80,000 supervisors which they started in 1990. The Gallup Management Journal (2013) presented their global follow-up study on engagement. The outcome of the study was out of the 1,000 adults sampled, 17% were actively disengaged, 54% were not engaged, and 29% were engaged. As defines by Yudhvir and Sunita (2012) motivation is the process that accounts for an individual’s intensity, direction, and persistence of efforts toward attaining a goal. furthermore, motivation starts from a need which should be achieved for an individual, in turn, leads to a specific behavior. Employee motivation is the key factor in influencing their performance in the workplace (Gallup, 2013)
DeleteVirtual employee engagement ideas is an online event to engage work-from-home employees in various team building activities and games to boost their morale. These ideas also help in maintaining the balance between social life and the work-life of a remote employee.
ReplyDeleteGreat Post! SOS is the leading employee engagement platform that works but doesn't feel like work! Boost your work from home employees productivity with our Online employee engagement activities social, fun and engaging workplace experience activities.
ReplyDelete