Employee Engagement Is A Basic Concept

Employee Engagement - This is the communication between an employee and staff on all levels. There are 3 dimensions of employee engagement - Intellectual, Affective and Social. If these dimensions are positive, encouraging and work related, staff will feel valued and make greater contributions towards the organisation.

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

3.3 Explain the application of employee engagement through job design, discretionary behavior, role autonomy and

Workforce engagement is the feeling of emotional connection someone has to their workplace. An engaged employee feels satisfied and enthusiastic about their work. They feel valued, driven, and that they belong to part of a team. This is the way a school should feel for its employees. When teachers and staff of a school are engaged in fulfilling the work of the school they show higher levels of performance and thereby increase the achievement of students. Principals should know the engagement level of their staff and also any events or feelings that may impact that engagement level.

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.

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 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

Blessing white from the division of GP strategy defines employee engagement as “ the intersection of maximum contribution for the organization and maximum satisfactory for the individual,” (Blessingwhite.com,

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.

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.

Critical elements that can improve employee engagement will vary by organization and by different leaders. Each person has their own set of tactics that they would use to improve employee engagements. I believe there isn’t an absolute 5 that you must adhere by, but a set of 5 that will be the most beneficial to your leadership style. The 5 elements that can be used to improve employee engagement are building the correct team, creating a shared purpose, editing or defining the culture, focus on each employee’s mountain climb per our book First, Break All the Rules, and impactful motivation.

The Human Capital Management classes and specifically my deeper drive into the topic employee engagement is very timely for the organization that I lead. As a small medical practice with limited resources, conducting employee engagement survey’s is normally beyond the reach of our budget. However, we recently took part in a free survey launched by the local business journal to identify the best places to work in the local community. This survey, conducted by Quantum Workplace, was primarily a measure of the employee engagement level within our company. While it was very encouraging to see that our