Employee Engagement Touches Every Aspect Of Human Resources

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Employee engagement touches every aspect of human resources management and human resources is found in every field and sector of every organization. This makes this topic about employee engagement important to both the employer and the employee if the company wants to be successful. Research by (MacLeod and Clarke, 2009) defined employee engagement as:
Creating an environment where employees are motivated to want to connect with their work and really care about doing a good job…It is a concept that places flexibility, change and continuous improvement at the heart of what it means to be an employee and an employer in a twenty-first century workplace.” (as cited by Professor Katie Truss, 2009, p. 8).
Employers and employees should
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When viewed positively by others in the organization, workers deem themselves to be more qualified and accomplished which causes them to believe that they are an essential part of the firm’s success. (Khan, 2016), discovered a positive relationship between participation, satisfaction, motivation, quality, productivity, and business performance (as cited by Hollander & Offerman, 1990) found that “empowered employees have a sense of ownership, responsibility, and satisfaction in their accomplishments, a sense of control over what and how things are done…which leads towards employee engagement and organizational performance”. As a result, these senses can develop trust between the employee and employer. (Rosen, 2001) conducted a research to find correlations between managerial trust and employee empowerment. He discovered that:
“A manager’s trust in an employee was positively and significantly associated with the employee’s perceptions of being part of the in-group…and that perceptions of a high-quality relationship were significantly associated with an employee’s experience of psychological empowerment (as cited by Spreitzer, 1995) …experiencing higher levels of meaning, competence, self-determination, and impact”
As concluded by (Shuck, 2011), results suggested that the employees who reported experiencing a positive psychological climate were more likely to report
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