The Justification Of Engagement, And Job Demands Influence Engagement Essay

Organizations expect the employees to believe in its mission, purpose and values and come out with the commitment by way of their deeds. This situation is called Employee Engagement. An employee who has total belief in the organization, has a desire to work to make things better and better in the business context, he is considered to be an Engaged Employee. They put forth an extra effort, as well as are very loyal towards their organization. They work there for long and show a strong level of commitment. Employee Engagement is a powerful source of competitive advantage. With this a research study was conducted among the employees of a reputed industrial organization at Hosur. A proper methodology was followed , tool administered, statistical test were done and findings were drawn.

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.

1.3 Compare and contrast employee engagement with other related concepts; ‘flow’, organisational commitment, job involvement and job satisfaction.

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.

After reading the Sensible Oxymoron listed in the “Readings” section, replace the word, “oxymoron” with a word that is as descriptive of the consulting relationship, and indicate why you selected that word and how it relates to the consulting role.

Employees are at work, but are they actually engaged in their jobs? In October 2013, The Gallup Organization conducted a survey with 230,000 full-time and part-time workers in 142 countries which consisted of 12 questions. According to Gallup’s latest findings, 87% of workers are “not engaged” or “actively disengaged” and are emotionally disconnected from their workplaces (O'Boyle & Harter, 2013, p. 11). Most studies have broken the various types of workers into two groups, engaged and disengaged, but Gallup’s study has broken it down even further. They have determined that there are three types of employees: engaged, not engaged and actively disengaged (O'Boyle & Harter, 2013).

Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources

The Daily Performance Kit drew relatively more attention and intrigue than the other engagement concepts just within the context of the ad.

Those individuals with high job satisfaction tend to have positive feelings towards their job, their colleagues and the company that hired him or her. On the other hand, those who are not satisfied have strong negative notions towards their organization (Robbins and Judge, 2015). Employee involvement has a direct correlation with job satisfaction. Companies that allow their employees to be involved in the decision-making process and give them the freedom to show their talent through their work, has become the forefront of employee engagement. For many years, businesses have been following archaic traditions in the sense of people would go to work, complete their hours under supervision and go home. Today, employees look forward to going to work for a company where the workplace is more friendly and connected (Suma and Lesha,

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

This study is grounded on Shaufeli et al. (2002) work engagement theoretical concepts (vigor, dedication, and absorption) whereby,

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.

Our survey resulted a slight correlation between frequent SF and overall employee engagement. However previous academic research on the topic suggests there is a much stronger correlation than we were able to conclude with our survey. We believe this is a direct result of convenience sampling method. According to researchers the article, Driving Employee Engagement, cites five major components of performance management as an enabler to employee engagement: one of these factors being ongoing feedback in setting goals, recognition, development opportunities, appraisals, and establishing trust. It is clear that feedback is important; however, we cannot confidently conclude that the frequency of the feedback is directly correlated to employee engagement. Further research is required to understand the impact of the feedback content, managerial behaviors, role and time in the organization. Organizations looking to improve engagement should focus on the department level on what manager does, and how often, could lead to better worker productivity, greater goal achievement (both departmental and organization), longer employee tenure, and ultimately, greater profits. The answer to this question will enable organizations to have a deep understanding of employee engagement drivers, remain competitive, profitable and reduce turnover.

The relationship between job satisfaction, motivation, and efficiency or productivity is very important in the business industry as well as in personal life. Long term research has found that the single greatest predictor of longevity is work satisfaction. Work is one third to one half of a persons' lifetime, and if frustrated the mental and physical effects are very costly. Job characteristics including skill variety, task identity, and task significance lead to psychological conditions in which in turn leads to increased motivation, performance and job satisfaction. It is important to investigate this area in order to determine how much of an effect does