“Employee engagement: An illusive force of motivation and emotional commitment of employees to the organization and its goals.” 111
Citation: Employee engagement: An illusive force of motivation and emotional commitment of employees to the organization and its goals. American Research Journal of Business and Management. 2018; 4(1): 1-10
Copyright This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Engagement is a universal priority for organizations today. Companies want engaged workers. It’s good for the company and good for those who work there. A workplace that values employee engagement is a humane workplace that nurtures the best in each individual. This article investigated the employee’s engagement in different organizations.
This study will provide a deep insight into what the average employee feels is important and what impact is there in motivation to remain loyal and committed to their current company, organization, association, job or any position. Most employees remain loyal and committed to their employers because of diverse motivational factors which include belief in the mission and vision; due to job security; because of job satisfaction, because of the work environment; promotion potential; pay and benefits; and recognition. Through qualitative interviews, I examined employee perceptions of job satisfaction and whether the presence or absence of training and supervisory factors might impact their motivation to remain loyal and committed to an employer.
This paper concludes with thoughts about the measurement of the 4 facets of engagement and potential antecedents, especially measurement via online employee surveys. Survey contains a subset of research based anchor questions that are designed to measure overall engagement.
Keywords: Engagement, worlplace, employee satisfaction, performance goals.
Employee Engagement is a workplace approach resulting in the right conditions for all members of an organization to give their best each day. Employee Engagement is based on trust, integrity, a two-way commitment and communication between an organization and its members. It is an approach that increases the chances of business success, contributing to organizational and individual performance, productivity and well-being.
EMPLOYEE ENGAGEMENT CONSISTS OF AT LEAST THREE ELEMENTS
1. Employee’s emotional state.
2. Mutually beneficial employee-employer relationship.
3. Increased employee ability to achieve performance goals
From an employer’s point of view, employee engagement is concerned with using new measures and initiatives to increase the positive emotional attachment felt and therefore productivity and overall business success. An engaged workforce produces better business results, does not hop jobs and more importantly, is an ambassador of the organization at all points of time.
Engaged employees are perceived to form a part of an organization’s brand and an engaged, happy workforce can have a knock-on effect on customer retention, recruitment of key talent and the ability to attract new customers in a world where a company’s values are crucial to the consumers.
EMPLOYEE RECOGNITION – A VITAL TOOL
Employee recognition is a vital tool which allows companies to drive measureable business results, inspire your employees and retain your top talent.
A dynamic, agile and customizable platform allows easily accessible recognition programmes tailored to the needs and identity of business. A diverse selection of functions is available, allowing for manager-employee and peer-to-peer recognition.
The opportunity to both thank colleagues and be thanked by peers and managers alike strengthens morale, and creates emotional ties to the organization.
Studies have shown that up to 79% of employees feel that recognition gives them a stronger sense of the company’s goals and objectives. With this understanding, and a sense of being recognized for their good behavior and achievements, employee engagement increases by almost 60%, according to Towers Watson.
This creates a scenario where the employees are responsible for their own company culture. This is an essential strategy for reducing turnover and retaining your top employees. According to research from Bersin by Deloitte, the employment of an effective recognition program me lowers turnover rates by 31%.
This not only secures the retaining of your top performers, but motivates the mid-to-high level performers to stay and engage even more passionately. A study by Glob force and SHRM showed a 32% increase in productivity for companies that practice peer-to-peer recognition.
What recognition ultimately translates into is increased engagement and productivity, which in turn results in higher profitability
Organizations have come to realize that in today’s constantly changing business scenario, the most valuable resource that needs to be leveraged is human resource. This means not just attracting and retaining them but keeping them motivated and committed to achieving the organization goals.
As it is an established fact that there is a clear link between organizational performance and employee engagement, every organization seeking sustenance and growth in the ever changing world of work quickly respond to the needs of employees along with designing and implementing a customized process to increase the levels of employee engagement.
EMPLOYEE ENGAGEMENT – A VALUED INPUT
Employee engagement is directly tied to employees’ sense of value and the ability to give feedback about working conditions and their workplace relationships, particularly those involving employee-supervisor interaction. Therefore, an effective strategic includes developing an employee opinion survey or enabling another method for employees to voice their opinions and concerns. The most important component of an employee opinion survey is an action plan, which can be another factor in the employee engagement strategy. Involving employees in action plan steps provides another outlet for employee engagement. The following are a few basic steps in this process based on the best industry practices.
How to turn the results of the survey in to an action’ is a challenging question that organizations need to deal with the utmost care. Coaching of line managers as well as HR professionals is very important in order to tell them how to take appropriate actions to engage employees. They should also be told about do’s and don’ts so that they can successfully implement the changes.
Action follow up is necessary in order to find out if the action has been taken in the right direction or not and if it is producing the desired results.
A random sample of 160 employees belonging to different professional groupings was obtained from online survey that included all types of employees. Rating scale is used for question types. As there are many definitions of engagement in use, there are also many different measures of engagement. Typically a measure of engagement will ask respondents to rate a number of questionnaire statements, according to how much they agreed or disagree with them or how frequently they experience the feeling or thought each statement refers to. Participants are asked 16 questions on a six-point rating scale from ‘strongly disagree’ to ‘strongly agree’.
The Employee Engagement survey uses the following 6-point scale in questionnaire
1. Very Disagreeable
3. Somewhat Disagreeable
4. Somewhat Agreeable
6. Very Agreeable
A two-page survey was also mailed to certain employees using an internal mail system in December 2017. The survey was previously piloted among several groups of different department professionals. Questions in the survey asked whether employees use tools and resources for the job, work is valued by the organization or not, training is provided or not and how the expected amount of work is given, how often the people they work with take accountability and ownership for results are given to find information.
The survey was completely anonymous and only collected limited data (job, results, training and amount of work) to assess the representativeness and engagement of the respondents. Two reminder mailings were conducted to improve the response rate, before the response collection period ended in December 2017.
RESEARCH FINDINGS (SURVEY)
Feeling valued is an important piece of the employee’s assessment of their workplace. Those who feel valued are more likely to report being and feeling motivated to do their very best for their employer whereas those who do not feel valued are less likely to recommend their place of work to others and more likely to report wanting to find a new job in the future.