Employee Engagement And Business Performance

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.

According to Aon Hewitt (2012), employee engagement refers to the “state of emotional and intellectual involvement that motivates employees to do their best work through examination of employees’ level of engagement relative to the organisation’s

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

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

Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation which profoundly influences their willingness to learn and perform at work. Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture.

Employee Engagement: It’s a known perception that an engaged workforce provides many intangible benefits that is linked directly to retention. HR policies should focus on employee engagement initiatives that stimulate motivation levels of employees to perform better and bond with organisation. This process should be initiated right from induction and continue throughout their tenure by opening channels of continuous communication and encouraging interpersonal relations. HR is responsible to incorporate methods to measure engagement and at regular intervals track engagement contribution to company’s success.

In other nations meeting the altruistic and simple human needs of being part of something greater than yourself are the driving forces to an engaging environment (Vorhauser-Smith, 2013). According to Major Angelo’s actions of communicating with employees and developing a relationship with them demonstrate how leaders begin to create an engaging environment. According to Harter & Adkins (2015), employees whose manager communicate with them through meetings are practically three times more likely to be engaged as employees whose managers do not hold regular meetings with them. Another method to engage employees is by ensuring they understand their goals and helping them understand the big picture of how their role impacts the whole organization structure.

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

Employee engagement has been a trend of management since 2004.(CMI 2015) ‘Some people may believe that engagement is just about employees ‘going the extra mile’, but it is much more.’(CMI 2014) Within globalization, how to apply employee engagement is significant for an organization to achieve their performance. A key aspect of employee engagement concerns how employees manage their position, performance and development in relationship to the company’s strategies. Therefore, according to Moenguc (2013), employee engagement has been personalized as a“persistent, positive affective-motivational state of fulfillment.” To demonstrate how this process affects the overall performance of an organization, John Lewis has been selected as the case study

Employee engagement is a branch of public relations maintained between the manager and the employees. It is an integral part of a successful business organization. According to Kruse (2012) the employee engagement can be defined as, “The emotional commitment the employee has to the organization and its goals.” There is a distinction between the employee being happy and the employee actually being engaged in his or her work. According to Kruse (2012), a research from Towers

As Gallup measured in their research that there is still an overwhelming number of disengaged individuals in the workplace, which has cost the organizations in the United States at an enormous amount of about 300 billion dollars annually (Gallup Consulting, 2006). Certain programs are initiated in different workplace to embed employee engagement. Personally, apart from the traditional motivational factors of financial and non-financial incentives to increase employee morale and active participation within the goals of the organization; it would even be more remarkable to come up with innovative practices that would be unique to the organization and meet the demands of the business.

Better goods, services, technology, and tactics are several things that make one business more successful than the other. In addition, to have a competitive advantage, employee engagement is more essential than ever to the success of a business. Research has also shown that when it comes to employees, the ones who are engaged outperform considerably higher than employees not engaged. The individual correlation between the employee and their leader is important. Employee engagement is guided by the actions of their leader. The leader is responsible for creating an environment in which the employees remain engaged. There are five skills that are crucial for a good leader to possess to successfully increase engagement. They are building trust, mentoring, inclusion, alignment, and team development.

Employee engagement is a concept whereby an employee feels an emotional attachment to their employers and the goals and values the employer holds. There doesn’t appear to be a definitive description of employee engagement, but most agree that the emotional attachment is a key element to being an engaged employee. “The term employee engagement has gained considerable popularity in the past 20 years yet it remains inconsistently defined and conceptualized”, Shuck B & Wollard K (2010) - Human Resource Development Review. This emotional attachment could be described as a passion for the organisation and their part in it and a feeling that they can make a difference.

Companies that have higher levels of engaged employees have higher earnings per share (EPS) than companies that have lower engagement levels (Kelleher, 2011). Engaged employees are more productive, have higher levels of customer loyalty and help their employers become more profitable. An engaged employee is less likely to leave their current position. This saves their company money because there is no need to spend money to hire and train new personal. These saving can be passed along to the employees for increased wages, bonuses, and benefits. All of these items help in motivating employees, to attempt to engage the disengaged.

The purpose of this study was to study the level of employee engagement and strategies practiced to engage the employees and recommend the measures that improves the employee engagement in the organization.