The outcome of employee engagement
Figure 3: Research
Model: Individual factors of employee engagement and its work outcomes
Source: (Andrew C.Ologbo 2012)
3.1. Most of
the research which was done on employee communications and employee engagement
have proven that there is a need for employees to identify and understand
organizational goals and objectives. Stating the most important drivers of
employee engagement, in the report CIPD (2006, p23) it stated that having
given opportunities to listen to their voices or the feeling that their voice
is heard including feedback from the employer's end is given and feeling well
informed about the company future, drives the employee to engage more with the
company. Therefore, Hypothesis 1 was developed as follows: H1: Employee
engagement and employee communications are influenced by each other. (a)Job
Engagement and (b)Organizational engagement.
3.2. As stated
by Wellins and Concelman (2005, p24) on employee development and employee
engagement it says that organizations can create learning cultures and have
individuals development plants to be more bonded with the employees and also
many studies show that by acquiring more knowledge and applying it to their
day to day work employees make their job more creative and interested.
Therefore hypothesis 2 was developed as follows: H2: There is a significant influence between employee development
and employee engagement (a) job engagement and (b) organization engagement.
3.3. It
is important to have talented Co-employees and employee engagement working in a
lean organization to expect high productivity and also to achieve tasks in a better way by helping each other, Therefore, Hypothesis 3 was developed as
follows: H3: There is a significant influence between co-employee support and
employee engagement (a)Job engagement and (B) Organizational engagement.
3.4. There is
also, some practical research reporting did on the connection between employee
engagement and its outcome. As mentioned by Saks (2006, p11) it says job
engagement can be shown negatively allied to employee intentions to quit while
positively related to organizational commitment. Hence, Hypothesis is stated as
H4: There is an influence between employee engagement and (a) job satisfaction
(b) organizational commitment (c) organizational citizenship behavior (d)
intention to quit.
3.5. Employee
engagement and work outcomes Hypothesis 5 is stated as follows: H5: There is an influence between employee engagement and (a) job satisfaction (b)
organizational commitment (c) Organizational Citizenship behavior (d) Intention
to quit.
3.6. Employment
engagement very likely can support the connection between the factors driving
engagement and the work outcomes of employee engagement. Therefore, Hypothesis
6 is stated as follows: H6: Job engagement and organizational engagement will
enhance the affiliation among the influencing factors and their outcomes.
References
Alfes,
K, Truss, C, Soane, E C, Rees, C and Gatenby, M (2010) Creating an Engaged
Workforce, London, CIPD
Saks,
A.M., 2006. Antecedents and consequences of employee engagement. J. Managerial
Psychol., 21: 600619.
Wellins,
R. and Concelman, J. (2005). Creating a Culture for
Engagement,Workforce Performance Solutions. Retrieved from www.WPSmag.com,
on 30th August 2010.
Hi Mark,adding more on job satisfaction and employee engagement ,Job satisfaction is related to company commitment, job involvement, organizational citizenship behaviors and mental health and therefore job satisfaction will have an impact on employee engagement and this will negatively relate to turnover and stress(Lu Lu, Gursoy, & Neale, 2016).
ReplyDeleteHi Shamalka thanks for commenting, very true adding to your view,less employee engagement and low employee health level itself makes and negative impact on job satisfaction as well as commitment which will result in the organizational performance ,stress and employee productivity(Levy-Garboua et al.,2007;Bockerman and llmakunna,2009;Robertson and cooper,2010)
DeleteHi Mark, adding more to your comments, Organizations with higher engagement levels have a tendency to have lower employee turnover, higher productivity, higher total stakeholder returns and better financial performance (Baumruk, 2006). Highly engaging organisational cultures may also have an attractive employer brand, being an employer of excellence, which attracts and retains the best talent (eg Martin and Hetrick, 2006).
ReplyDeleteHi Ganga thanks for commenting,furthermore on the advantages of employee engagement as a employer, employee engagement has a direct positive impact on customer satisfaction (Harter, Schmidt & Hayes, 2002); in turn, this has been shown to be a leading indicator of financial performance in analyses of the service profit chain in the retailing and banking industries (Gelade & Young, 2005).
DeleteHi Mark, Organizations with highly engaged employees experience increased customer satisfaction, profits, and employee productivity (Harding et al, 2015)
ReplyDeleteHi Lakshmi, thank you very much for the comment, to add furthermore details as stated by Van Allen (2013), engaged employees consistently perform at high levels through their talents hence they build productive relationships with their customers and multiply effectiveness through those relationships.
DeleteAccording to Clifford (as cited in Wright & Davis, 2003) job satisfaction is directly related to employee and their work environment. If an employe, positively engaged towards the work, the result is satisfied. According to Basbous (2011) an engaged employee is a satisfied employee.
ReplyDeleteHi Renuka than you very much for commenting, furthermore genuine leadership will enhance employee attitude and behavior as well as productivity which will be indicated from the commitment towards the job creativity, engagement and organizational citizenship behavior (OCB; Rego, Sousa, Marques, & Cunha, 2012; Walumbwa et al., 2008; Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010).Employee engagement is the individual’s involvement in, satisfaction with, and enthusiasm for work (Harter, Schmidt, & Hayes, 2002).all in all the moment that employees feel that they are treated equally and honestly they be more engaged at work which will bring positive results to the organizations
DeleteCertainly companies achieve positive results when employees are highly engaged. On the other hand when employees are highly engaged eventually fail to maintain their work life balance and causing health problems finally ended as workaholics (Garrad & Premuzic, 2016).
ReplyDeleteHi, Prabath thank you very much for commenting, Work-life balance is vital for any employee and any stage in life. Having maintaining a balance between the family and wok as well as having a good family life is a major requirment and it would be a powerful leverage point for promoting an individual and employment effectiveness (Bhatnagar & Shankar, 2010).
DeleteWonderful article
ReplyDeleteVirtual 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.
Thanks for sharing! 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