Essay on Employee Engagement

Employee engagement is today’s leadership priority. However, the catchphrase goes a long way back in the beginning of the 21st century. It has gained interest to this date, which can be credited to Gallup’s first version of the Q12 in the 1990s commonly termed as the Gallup Workplace Audit (Gallup Consulting, 2006). Subsequently, Gallup has continuously refined and expanded their Q12 for current business challenges. Furthermore, several literatures, surveys and evidence-based studies abound that exhibited positive results with employee engagement such as increased performance, safety, retention and profits among others.

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.

Employees are more engaged when they feel that their efforts are directed toward a vision they can believe in. Share the company’s vision and goals with employees, and inform them about the organization’s strategy and challenges. Let each employee know how his

The following research paper describes in detail the relevance of employee engagement to a healthcare provider. Engagement of employees is often an overlooked area of focus as hospitals look for ways to improve processes and reduce operating expenses. Healthcare is somewhat unique in that cost to the customer is not the main economic force driving patients to the various hospitals or healthcare providers. The focus of the following is to examine the importance of employee engagement hospital wide. There are factors that lead a prospective patient to choose one healthcare provider over another, assuming choices exist. When discussing engagement, emotions can play a

1.3 Compare and contrast employee engagement with other related concepts; ‘flow’, organisational commitment, job involvement and job satisfaction.

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.

Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources

Harter, J. & Adkins (2015, April 2). What great managers do to engage employees. Retrieved 11 June 2016, from https://hbr.org/2015/04/what-great-managers-do-to-engage-employees

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

Successful organizations demand satisfied employees. Figure 1 below shows a theoretical one-way linkage chain called the "Engagement-Profit Chain." This chain directly shows how active employee engagement leads to good service which ensures that customers will to continue coming back, providing a solid foundation on which the company can grow. As employee effort is indeed discretionary, it has been observed that higher levels of engagement, or the way management commits itself emotionally to employees, pushes a higher level of discretionary effort (Kruse, 2014). It is not by chance that

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.

lack of employer commitment in the form of training and development is arguably the basis

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.