Employees are indeed a crucial part of any organization and are often referred to by economists as the most important factor of production. For many years, employers have been faced with the issue of retention and are fairly cautious when it comes to managing and retaining their workforce. Included in this is having the best possible employees or talent on your team working efficiently to ensure the business is stable and successful. As it is said “an organization can only be as successful as the people working with them”. Ensuring you have the proper team is crucial but if there is any downfall to an individual employee this can slow production or lower morale amongst your employees. There are three different broad groups employees can be categorized within depending on their contribution within the organization. These three broad groups are the engaged employees, the non-engaged employees, and also the actively disengaged employees. Engaged employees are the desirables for any organization as these employees are self motivated and want better for the organization and take pride and passion into their work. They often put their best foot forward and want to move the organization in the right direction. Non-engaged employees are those employees who are disconnected from their employers who tend to just do the bare minimum and have minimal pride in their work. These can be identified as those employees who simply show up to get a check and leave. The final group, actively
Engaged employee: They are builders of organizations. Giving their 100% efforts both mentally and physically to organize. They show high organization citizenship and job involvement behavior also.
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.
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 the most useful resources in every organization. They are the people who propel the organization toward achieving its objectives and goals. Employees need to be treated like the most valuable assets in the organization. For the employees to be fully optimized and work toward achieving all the organizational goals, they need to be motivated and satisfied in whatever they do.
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.
More importantly, these groups see their leaders as walking reflections of the organization’s core values (Dearborn, 2014). This increased productivity carries over to promote employee engagement. Dearborn asserted that engaged employees remain with organizations longer than those who are disengaged (Dearborn, 2014). Furthermore, disengaged employees cost the U.S. between $450 and $550 billion annually (Dearborn, 2014).
According to Gallup.com, there three categories of work performance, they include the following: Engaged, disengaged, and actively disengaged (Rosenfeld, 2013). They assess the performance of the employee, and whether or not the employees are emotionally stable, thus, this factor in the effects of emotional disconnection on the quality of life for the employee. In the summary presented above, there can be clear evidence of disconnection
Employees who are “not engaged” exude the feeling that they are just there for a paycheck. This type of person is not contributing and just goes thru the motions in the performance of their job duties. The worst type of employee is an “actively” disengaged employee. That type of person is also known as a trouble maker. Whatever good that an engaged employee accomplishes, an actively disengaged employee tries to destroy. Disengaged employees are unhappy and they want everyone they come in contact with to know it. Organizations with disengaged employees are more vulnerable to lower productivity, higher absenteeism, higher turnover and lower product or service quality. During the years that have high unemployment there is less voluntary turnover. As the level of unemployment starts to drop and companies begin hiring employees that are disengaged are more likely to leave their current work situations. The old saying “the grass is always greener on the other side” is often expressed by disengaged employees when looking for a new job. For future reference the term disengaged employees will be synonymous with actively disengaged and not engaged.
Employees who are “not engaged” exude the feeling that they are just there for a paycheck. This type of person is not contributing and just goes thru the motions in the performance of their job duties. The worst type of employee is an “actively” disengaged employee. That type of person is also known as a trouble maker. Whatever good that an engaged employee accomplishes, an actively disengaged employee tries to destroy. Disengaged employees are unhappy and they want everyone they come in contact with to know it. Organizations with disengaged employees are more vulnerable to lower productivity, higher absenteeism, higher turnover and lower product or service quality.
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
A critical factor to the success of any company is its ability to attract top talent while retaining those already working within the company. Losing employees can have a significant impact on a company’s morale, productivity and overall profit.
Hiring good employees is important for any type of business. Employees are hired to keep a business from failing. A business cannot function if there is no one working and transacting to help the managers. Managing is planning and finding new ways to do business better whereas an employee would complete tasks assign by management. When a new employee is hired, more expenses goes out to train and test the new hiree. So imagine if you have a bad hire that would be another extra loss of expense. Also, a good employee would have to do extra work to make up for what the bad employee isn’t doing, that puts your good employee at risk of leaving the company. For example, my brother is a manger for a clothing company. He manages over thirty employees during a night shift. He tells me that when one employee doesn’t do a job that was assign another employee has to do it. He adds
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.
We can see from the data that regardless of the role, retention is costly. Therefore maintaining a strong stable workforce, while reducing employee turnover is vital to the success of the
A successful organization is achieved through its personnel. From Chief Executive Officer (CEOs) to the latest employee, everyone plays a major role in the organization. Stock holders want to see nothing less than their organization beating the competition, providing great service to their customers, and making great profit. There are many advance resources that organizations can use, but in order to use these resources well we go back to the basic foundation of an organization, its personnel. Personnel from the organization maintain, perform, and even implement new policies so it can continue to keep the organization alive. The most important stage in the success of an organization is selecting the right people.