Employee Engagement

“Organizationally committed employees will usually have good attendance records, demonstrate a willing adherence to company policies and have lower turnover rates. In particular, their broader base of job knowledge and high level of customer service often translates to into loyal customers who buys more form them, Making referrals resulting in new customer and even pay a premium price.”

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.

If an employee has continuance commitment, he or she will stay with an organization because he or she feels that they must stay. Meaning to say that, the employee might feel that quitting the job may lead to an unacceptable length of unemployment. Alternatively, the employee might feel that they will lose a certain degree of status if they leave their organisation.

There are three separate dimensions to organizational commitment: 1. Affective commitment is an emotional attachment to the organization and a belief in its values. For example, a Petco employee may be affectively committed to the company because of its involvement with animals. 2. Continuance commitment is the perceived economic value of remaining with an organization. An employee may be committed to an employer because she is paid well and feels it would hurt her family to quit. 3. Normative commitment is an obligation to remain with the organization for moral or ethical reasons. An employee spearheading a new initiative may remain with an employer because he feels he would “leave the employer in the lurch” if he left." (Robbins & Judge, 2011, p 77)

Steers, R. M. (1977) ‘Antecedents and outcomes of organizational commitment. Administrative Science Quarterly’, 22 (1), 46-56.

Current studies indicate that job satisfaction brings relevance to organizational responsibility that affects employee commitment. Researchers determined that workplace experience is a direct correlation to job satisfaction and commitment. It is believed that job satisfaction is an important component in maintaining commitment. Commitment is an important factor in getting a person to stay with their organization. Committed employees are more than likely to consent to organizational goals. Employees who remain committed to the organizational objectives, are more likely

A commitment is a loyalty, a positive attitude towards working hard for someone. Commitment is a kept promise. Our local electrical cooperative work hard so the lights stay on. It takes a crew of people to make sure this happens. From the workers who set up the electrical poles, maintain then, the office workers who deal with the paperwork, organization, and even the customers. The commitment can be seen if a horrible storms hits the community and for example a transmitter gets knock out. The dedicated workers move out to fix the problem, as fast, efficient, and proper as they can.

Organizational commitment is one of the two individual outcomes derived from individual mechanisms like job satisfaction, stress, motivation, trust, justice, ethics, and learning and decision making. These mechanisms and outcomes can be found on the integrative model of organizational behavior (OB). Colquitt, LePine, and Wesson defined organizational commitment in their Organizational Behavior 5th Edition book as the desire of an employee to remain a member of the organization (p 64).

Organizational Commitment – The attachment of an individual to his or her organization (Pierro, Raven, Amato, & Bélanger, 2013).

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.

It can be said that employers have become increasingly concentrated towards controlling employee’s behaviour than endeavouring to attain employee commitment in organisations. Control can be defined as “To exercise authoritative or dominating influence over” . However this can become controversial when applied to working with people therefore as a countermeasure commitment has been introduced to even the balance. This can be defined as “a combination of commitment to the organisation and its values and a willingness to

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.

The fourth way is to help the company increase employee commitment and engagement. In addition to increasing productivity, companies want to ensure that their employees are committed and engaged to the organization. This will produce employees that put more effort and take pride even in the smallest of tasks, employees that are constantly thinking of ways to better improve their productivity, and employees that motivate and inspire other employees that may have a negative attitude about the organization.

Employee engagement and commitment we learned is a common theme that encompasses employee satisfaction and pride in their employer. When an employee becomes dissatisfied in their position, we know this has a direct impact on company turn over. What is

John Meyer and Natalie Allen proposed the Three Components of Commitment model, which explains how organizational commitment is a psychological-related idea. They suggested three factors that affect how an employee sees his/her organization. With this knowledge and better understanding, one can increase not only the engagement of the employees, but their well-being and job satisfaction as well. By using these components together with various appropriate approaches, a manager now has the ability to effectively motivate and work with his/her team.