Employee Engagement Contributes to the Success of Organisation
Employee engagement is a critical factor that contributes to the success of any organisation. It is the emotional connection that an employee has with their work, colleagues, and the organisation as a whole. Engaged employees are more productive, committed, and willing to go the extra mile to achieve organisational goals. This blog post provides a literature review of employee engagement and discusses its importance, drivers, and challenges.
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| (Source: Emeritus, 2022) |
Importance of Employee Engagement
Employee engagement has become a top priority for organisations in recent years. Research shows that engaged employees are more productive, customer-focused, and committed to their organisation's goals (Shuck and Wollard, 2010). According to a study conducted by Gallup (2021), organisations with high levels of employee engagement experience 41% lower absenteeism, 17% higher productivity, and 21% higher profitability than those with low levels of engagement.
Employee engagement also has a positive impact on employee retention. Engaged employees are more likely to stay with their organisation, reducing the cost of turnover and improving organisational stability (Saks, 2006). Moreover, engaged employees are more likely to recommend their organisation to others as a great place to work, which can enhance the organisation's reputation and attract top talent (Macey and Schneider, 2008).
(Source: Gallup,2020)Drivers of Employee Engagement
Several factors drive employee engagement. One of the most important drivers is leadership. Leaders who communicate effectively, provide feedback, and create a positive work environment can enhance employee engagement (Kahn, 1990). According to a study by Towers Watson (2012), effective leadership can account for up to 70% of the variance in employee engagement.
Another important driver of employee engagement is job design. When employees have autonomy, variety, and opportunities for personal growth and development, they are more likely to be engaged (Hackman and Oldham, 1980). Moreover, when employees understand how their work contributes to the organisation's goals, they are more likely to feel a sense of purpose and engage more fully in their work (Saks, 2006).
Challenges to Employee Engagement
While employee engagement has many benefits, it is not always easy to achieve. One of the biggest challenges is creating a culture that supports engagement. Employees need to feel that their organisation values their contributions and is committed to their well-being (Macey and Schneider, 2008). Moreover, engagement requires ongoing effort and cannot be achieved through a one-time intervention or program (Shuck and Wollard, 2010).
Another challenge is measuring employee engagement accurately. Many organisations use employee surveys to assess engagement levels, but these surveys can be limited by low response rates, response bias, and the inability to capture the full range of engagement experiences (Saks, 2006). Organisations need to use multiple methods to assess engagement, including observation, interviews, and focus groups, to obtain a more comprehensive understanding of employee engagement (Saks, 2006).
(Source: AIHR,2020)Kahn's theory of personal engagement and Herzberg's two-factor theory have been instrumental in shaping our understanding of employee engagement.
Kahn's theory:
(Source: Agillity Portal, 2022)
Herzberg's two-factor theory:
(Source: Research Gate, 2020)
Literature review :
Conclusion:
Employee engagement is a critical factor in organisational success. Engaged employees are more productive, committed, and willing to go the extra mile to achieve organisational goals. Effective leadership, job design, and a culture that supports engagement are key drivers of employee engagement. However, achieving engagement is not always easy, and organisations face challenges in creating a culture that supports engagement and measuring it accurately. Organisations that prioritise employee engagement and invest in creating a positive work environment can reap the many benefits of engaged employees.
REFERENCES
Gallup, (2021)State of the Global Workplace. [online] US: Gallup, Inc. Available from https://www.gallup.com/workplace/245786/state-global-workplace-2017.aspx [Accessed 16 April 2023].
Hackman, J. R. and Oldham, G. R. (1980) Work redesign. [online] MA: Addison-Wesley. Available from https://www.amazon.com/Work-Redesign-J-Richard-Hackman/dp/0201036692 [Accessed 16 April 2023].
Kahn, W. A. (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4) 692-724. Available from https://doi.org/10.5465/256287 [Accessed 16 April 2023].
Macey, W. H. and Schneider, B. (2008) The meaning of employee engagement. Industrial and Organizational Psychology, 1(1) 3-30. Available from https://doi: 10.1111/j.1754-9434.2007.0002.x [Accessed 16 April 2023].
Saks, A. M. (2006) Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7) 600-619.Available from https://doi: 10.1108/02683940610690169 [Accessed 16 April 2023].
Shuck, B. and Wollard, K. (2010) Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1) 89-110.Available from https://doi: 10.1177/1534484309353560 [Accessed 16 April 2023].
Towers, W. (2012) Global workforce study. [online] Available from https://www.towerswatson.com/en/Insights/IC-Types/Survey-Research-Results/2012/07/2012-Towers-Watson-Global-Workforce-Study [Accessed 16 April 2023].
Herzberg, F., Mausner, B. and Snyderman, B. B. (1959) The motivation to work. New York: John Wiley & Sons.
Shuck, B. and Wollard, K. (2010) Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1) 89-110. Available from https://doi: 10.1177/1534484309353560 [Accessed 16 April 2023].
Employee engagement plays a crucial role in the success of an organization as it leads to motivated, productive, and committed employees, resulting in better outcomes. Moreover, prioritizing employee engagement can help reduce turnover rates and improve retention, which is vital for any company to thrive in today's competitive business environment (Jones, 2018).
ReplyDeleteYour comment highlights the importance of employee engagement for organisational success. This idea is supported by the literature, with numerous studies showing a positive relationship between employee engagement and various outcomes, such as job satisfaction, performance, and organisational commitment (Bakker and Leiter, 2010; Rich, Lepine and Crawford, 2010).
DeleteIn addition to these benefits, as you mentioned, employee engagement can also have a significant impact on reducing turnover rates and improving retention. Research has shown that engaged employees are less likely to leave their jobs and more likely to stay committed to their organisations, resulting in lower costs associated with recruitment and training of new employees (Saks, 2006; Macey and Schneider, 2008).
Therefore, prioritizing employee engagement should be a key focus for organisations to ensure long-term success and sustainability in today's competitive business environment.
The article discuss about employee engagement with theories and it's benefits clearly. A major driver of employee engagement is understanding how individual roles contribute to business strategy and objectives. If employees feel like their work has meaning and they're valued by an organization, they'll be more inclined to work harder.
ReplyDeleteIt is true that understanding how individual roles contribute to business strategy and objectives is an important driver of employee engagement. This concept is supported by various theories, such as the Job Characteristics Theory (Hackman and Oldham, 1976) and the Self-Determination Theory (Deci and Ryan, 1985), which suggest that individuals are more likely to be engaged in their work when they perceive it as meaningful and when they have a sense of autonomy and competence.
DeleteFurthermore, when employees feel valued by an organisation, they are more likely to be engaged and committed to their work. Research has shown that when employees perceive that their contributions are recognised and appreciated, they are more likely to experience higher levels of job satisfaction and organisational commitment (Eisenberger, Stinglhamber, Vandenberghe, Sucharski, and Rhoades, 2002).
Informative article Chamuda. I have a question for you, wow can organisations effectively measure and assess employee engagement, considering the limitations of traditional employee surveys and the need for a comprehensive understanding of engagement experiences? I am keen to know your thoughts.
ReplyDeleteGreat question! Measuring employee engagement is indeed crucial for organisational success. According to Saks and Gruman (2014), employee engagement is a multifaceted construct that includes affective, cognitive, and behavioral dimensions. Traditional employee surveys, such as Likert scales, have limitations in capturing the complex nature of employee engagement experiences. Therefore, to effectively measure and assess employee engagement, organisations need to adopt a comprehensive approach that considers both qualitative and quantitative data.
DeleteOne way to achieve this is through mixed-methods research, which involves using both quantitative and qualitative research methods (Creswell and Plano Clark, 2018). This approach allows for a deeper understanding of employees' engagement experiences by exploring their subjective perceptions and experiences through interviews, focus groups, or open-ended survey questions. The data obtained through qualitative research can be combined with quantitative data obtained through traditional employee surveys, providing a more comprehensive understanding of employee engagement experiences.
The way I see it, employee engagement is critical to the success of an organization. Engaged employees are committed, motivated, and productive, while disengaged employees can have a negative impact on the company. Organizations can improve engagement by creating a positive work environment, offering professional development opportunities, recognizing achievements, and promoting open communication and collaboration. Employee engagement leads to better performance, employee satisfaction, and improved bottom-line results.
ReplyDeleteIn a study by the Harvard Business Review, it was found that engaged employees are 22% more productive and have a 25-65% lower turnover rate than disengaged employees (Gallup, 2021). Therefore, it is clear that employee engagement is critical to the success of an organization.
Great insight! Your point on the importance of employee engagement for organisational success is well-founded. As you mentioned, creating a positive work environment, offering professional development opportunities, recognising achievements, and promoting open communication and collaboration are some effective ways to improve employee engagement.
DeleteFurthermore, the study you mentioned by the Harvard Business Review highlights the significant impact of employee engagement on productivity and turnover rates. This finding is supported by Gallup's (2021) research, which found that highly engaged teams are 21% more productive and have 59% less turnover than disengaged teams.
This article clearly mentioned about employee engagement and how it applies to success of organization. Some challenges of employee engagement are lack of support from leadership sometimes unnecessary rules and procedures are the biggest hurdles to employee productivity. Sometimes line managers and supervisors with poor communication skills. And can you give brief idea about how to overcome this employee engagement barrier? Anyway your article is clear for anyone because it is with theoretical concepts.
ReplyDeleteThank you for your comment on the challenges of employee engagement and how they can hinder organisational success. Overcoming these barriers requires a multifaceted approach that involves addressing issues related to leadership, communication, and organisational culture.
DeleteResearch has shown that effective leadership is crucial to creating a culture of engagement and fostering high levels of employee performance. For example, a study by Macey and Schneider (2008) found that leadership support was the most important factor in predicting employee engagement levels, and that supportive leaders were more likely to have engaged and committed employees.
To overcome barriers related to poor communication, organisations can focus on developing communication strategies that emphasise transparency, clarity, and responsiveness. A study by Goleman et al. (2013) suggests that leaders who are skilled in communication can help to build trust and establish clear expectations, which can improve employee engagement and motivation.