2.2 How to engage? Maintaining and improving employee engagement are increasingly complex for company’s operations these days due to the instable environment and varied economic conditions (Aon Hewitt, 2012). However, if a company has a good performance in employee engagement, it would surely enjoy competitive advantage and better business outcomes than other companies.
Amelia Davies 5EEG Online Task LO1 What is meant by 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.
Contents Page 1.0 Introduction 1.1 Define employee engagement 1.2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical)
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.
Learning outcome 1 1.1/1.2/1.3 – Requires me to describe what is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? Also how far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas?
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.
Introduction 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.
Vorhauser-Smith, S. (2013, August 14). How the best places to work are nailing employee engagement. Retrieved 11 June 2013 from
Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources
Employee engagement, which reflects the emotional commitment an employee has to an organization is not just an organizational nicety but a business necessity due to direct ties to a number of performance outcomes, such as profitability,
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 The organization should aim to increase employee engagement. Employee engagement results in manifestation of citizenship behaviors such as conscientiousness, altruism, courtesy, sportsmanship, and civic virtue. These behaviors would contribute to the attainment of organizations objectives and its mission.
(2012, June 22). What is employee engagement? Forbes. Retrieved from http://www.forbes.com/sites/kevinkruse/2012/06/22/employee-engagement-what-and -why/#5a76d8804629 Robinson D, Perryman S & Hayday S. (2004). The drivers of employee engagement. Institute for
Trade Unions It would be very easy for employee engagement to be used in a negative way to ensure that employees are more productive and putting in more effort for no reward. In this case, Trade Unions would be interested to ensure that employees aren’t exploited for the good of the organisation and that the benefits of improving employee engagement are mutually beneficial to all parties concerned.
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.