A Study On Employee Engagement

The CIPD (2014) factsheet states that Employee Engagement is a concept that ‘is generally seen as an internal state of being – physical, mental and emotional – that brings together earlier concepts of work effort, organisational commitment, job satisfaction and ‘flow’ (or optimal experience)’. An engaged workforce willingly demonstrates discretionary effort within their roles; their goals and values reflect that of their employers/organisation; they express a passion for work, feel valued and that their work has meaning.

One of the primary factors in employee engagement is a person’s relationship with his or her direct manager. Some managers are excellent at managing teams and making each person feel valued, while others don’t have the same abilities. Train your managers in the skills that can improve employee engagement, and it can boost your organization’s overall results. Most employees fear their supervisors, so they choose to leave because they don’t want to work in a stressful environment. However, they don’t always express their

Employee engagement and motivation can be increased by providing clear line of sight, providing right job knowledge with required resources, supportive supervision, incentives and rewards.

There are three levels of engagement in which an employee can be measured at (Catado, P. 2011); fully engaged, disengaged, and actively disengaged. A fully engaged worker takes it upon themselves to stay relevant and up-to-date in company’s and their professional field and take on additional responsibilities as the opportunities arise. They also show respect towards their fellow colleagues, are willing to put in more effort than is expected, and exhibit high levels of enthusiasm.

1.2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical)

It’s important to understand that every experience and interaction at work has the potential to influence an employee’s engagement level. Each person is unique, and to influence their commitment requires an understanding of what motivates them. The most important thing any leader can do to improve engagement is focus on the employee’s individual spirit as well as the team’s and to ensure that they are in complete

Currently, many businesses are looking toward engagement, which measures satisfaction, commitment, and also energy and enthusiasm. How a person feels about the work they do everyday has the greatest impact on engagement since they want to feel valued and be recognized for their efforts. That is truer now than ever since many people are working more than the standard forty hours a week and want to know that their time away from family matters. Satisfied employees are not necessarily engaged. Engaged employees have an emotional connection to the organization, believe they are contributing, and are growing both individually and professionally and put forth additional effort to complete tasks. That being said, recent studies suggest employers should switch their focus from employee satisfaction to employee engagement scores since it is a better indicator for retention of talent, satisfaction in culture and branding, and stakeholder value.

One of the key issues that BridgeStreet has identified over the past few years is the low engagement from the staff which has resulted in high turnover especially within the Corporate Regional Office. The aim of this study is to identify and explore the importance of having an engaged workforce within BridgeStreet Corporate Regional Office, to identify, the barriers and enablers of engagement, to explore the current mechanisms and methods of employee engagement used within the corporate office and finally to come up with a plan in order to improve engagement within the workforce. From 2011 onwards the Company has been engaged in a major restructuring programme. Firstly by re-branding and also by introducing new concepts to the industry. Then it moved on by changing structure in its senior management team and also restructure within departments. This has resulted in several new concepts being introduced whilst also a few positions were being made redundant.

The past decade has seen an explosion of research activity and heightened interest in employee engagement among consultants, organizations, and management scholars. Perhaps this is not so surprising given the many claims that employee engagement is a key factor for an

Employee engagement is the buzzword in any organization. Several articles and studies have highlighted on how to measure and manage engagement. This is an essential area in an organization to draw on because it translates into an organizational success. However, engagement is two-way process: organizations must bring about a design to engage the employee, who in turn has a choice about the level of engagement to offer the employer. Each reinforces the other. An engaged employee comes across a mix of job contentment, organizational commitment, job connection and feelings of empowerment. It is where the concept of synergy comes in, where a creation of a whole is greater than the sum of its parts.

This course emphasized the concept of employee engagement in the workplace. Employee engagement is critical for many reasons, it is necessary to understand and help organizations lower employee turnover, increase revenue, and help managers communicate more efficiently. There are differences between employees who are actively engaged and disengaged in the workplace. Within active engagement, it is more likely that an employee is confident, valued, and inspired within the organization. They understand their personal worth in the group. The quote by Maya Angelou resonated with me, “People will forget what you said, what you did, but they will never forget how you made them feel”. This quote speaks true to all aspects of life, not just in the workplace. When we treat people with their God-given significance, it can motivate them to work and live better. Employees who are

Following two different studies, one an observation of a summer camp based on interviews. And another, a survey based study of an architecture firm, Kahn developed a model of work engagement. This model is key to understand how we can measure work engagement and how it is affected by different factors. It is also worth noting that Kahn (1992) further outlined this model with a focus on the psychological investment in relation to work engagement, making this a good merging point relating the importance of psychological research and its application in organisations and work environments.

There are several standardized tests, toolkits and instruments available, which can help determine the level of employee engagement in an organisation. Q12, a 12-question survey of the Gallup Organisation, identifies strong feelings of employee engagement in four key areas - customer satisfaction/loyalty, profitability, productivity, and employee turnover. The questionnaire has been administered to a multitude of companies across the world. Results from the survey show a strong correlation between high scores and superior job performance and many organisations have found it to be definitive measure of the engagement level of their employees. Standard Chartered, for example, introduced a Q12 annual survey to measure improvement in the

Employee Engagement has no distinct definition. Many believe its meaning to be synonymous to terms such as job satisfaction, company loyalty, and retention of talents and potential to over achieve. All of this and more can only be derived by empowering the employees. Therefore, dear managers, developing a relationship of trust with your employees is crucial for an organization to thrive in today’s competitive world. This piece will enlighten you regarding the significance of engaging your employees and how to accomplish this feat by competently negating these myths mentioned below.

Studies have shown that there are some critical factors which lead to Employee engagement. Some of them identified and mention below: