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Workplace engagements management
 

Workplace engagements management

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purpose of this article is to discuss workplace engagement. The word engagement has been used to refer to two different things in the HR literatures, personally and organizationally. Engagement from ...

purpose of this article is to discuss workplace engagement. The word engagement has been used to refer to two different things in the HR literatures, personally and organizationally. Engagement from personal perspective is the Psychological state in which the person experiences the feeling of being engaged to something he loves, the feeling of being enthused, and the enjoyment. There are different models and definitions of workplace engagement, such as the definition by Bakkar et al. (2006).This paper highlights on the advantages and disadvantages of engagement.

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    Workplace engagements management Workplace engagements management Document Transcript

    • Workplace Engagements Management Mohammad Aljeemaz, DBA Researcher Introduction: The purpose of this article is to discuss workplace engagement. The word engagement has been used to refer to two different things in the HR literatures, personally and organizationally. Engagement from personal perspective is the Psychological state in which the person experiences the feeling of being engaged to something he loves, the feeling of being enthused, and the enjoyment. There are different models and definitions of workplace engagement, such as the definition by Bakkar et al. (2006).This paper highlights on the advantages and disadvantages of engagement. Highly engaged employees are beneficial to the growth of business because they add to the innovation and overall profitability of the organization. They promote customer loyalty, employee retention, growth of revenues and higher profitability. However, engaged employees might turn disengaged if they are overburdened with mounting work pressure and stress, also engagement may lead to sidetrack activities. Engagements positions: Engagement refers to a positive, satisfying, job related state of mind characterized by vigor, dedication and absorption (Bakker & Demerouti, 2008). Vigor means high intensity of enthusiasm, energy and mental flexibility while working. For example, when an employee gets in the morning he feels like going to work with full energy. Dedication is when employees feel proud and inspired with their job, it is the strong devotion to work with higher level of enthusiasm and challenge. Absorption means being fully immersed in work with no sense of time passing by and no intention of pulling out from the work soon. There are three dimensions to employee engagement (Rees et al, 2009; Soan et al, 2010). 1. Intellectual engagement. (Employees think hard about their work with level of mental resilience). 2. Affective engagement. (Employees make full utilization of their emotional resources in their performance). 3. Social engagement. (Employees share a deep emotional bond with their workplace and strive hard for the growth of their organization). Mohamaad Aljeemaz, DBA Researcher Page 1
    • The employee engagement proves advantageous to the company because engaged employees love their work, trust their employers and dedicate time and effort passionately for the business growth. Their commitment to the organization reveals in their performance and higher rate of productivity. Organizations with highly engaged employees are found to experience 26% more productivity, greater level of attracting top performers, lower rate of turnover and higher returns to shareholders (Irvine, 2009). Advantageous: Recognition and appreciation from managers and supervisors can increase employee engagement and make them feel that their contribution to the company is acknowledged and that they are valued in the organization. Recognition also demonstrates that employers notice the little things employees do for the success of the organization which often go unnoticed. A study conducted by socialworkplace.com shows that 69% employees are willing to work harder if their contribution is recognized, 49% employees are willing to leave their jobs for a company that acknowledges employees' hard work and 89% engaged employees believe that their managers and supervisors would stand by them in times of trouble with customers and top management (Jauhari, Sehgal and Sehgal, 2013). Workplace friendship is another driving factor for employee engagement. Since employees spend a considerable amount of time each day with colleagues, friendship is likely to flourish among them. A survey conducted by a recruitment firm Randstad in 2010 shows that a majority of people in the US are happy in their jobs when they find friendship in office (Swift 2011). Workplace friendship makes the work environment a fulfilling, enjoyable experience for the workers. Friendship in the workplace helps workers receive constructive criticism from colleagues who they are friends with and boosts individual productivity by promoting employee engagement. Communication is an important hallmark of employee engagement. Internal corporate communication helps employees develop a sense of attachment with the organization and contributes to their organizational commitment. One way communication results in information overload and doesn't add to the solution of a problem whereas two way communication in which management talks to the employees and on the basis of responses received from the employees takes necessary action helps a great deal in forming employee engagement as employees feel that their voices are heard and their grievances are given serious consideration. A broad spectrum of employee welfare programs and additional benefits can be driving factors of employee engagement. Welfare programs like mandatory medical checkups, high blood pressure screenings, discount on fitness centers, childcare facilities, free flu shots, BMI monitoring, weight loss and smoking cessation programs send employees the message that the employers value them beyond how their contribution influences the bottom line. The employer's commitment to the well-being of employees increases job satisfaction, retention rates and employee attendance. Mohamaad Aljeemaz, DBA Researcher Page 2
    • Disadvantages: There are some problems (disadvantages) that may occur because of engagement. Engagement if not handled properly can lead to employee dissatisfaction. If the engaged employees feel that they are being taken advantage of by the management with more workloads heaped on them due to their higher ability for performance, they may soon turn disengaged. Even employees who are role models to others can at some point of time give up if they feel that they are being pushed to their limits with more work responsibility than others in the same job. They feel overburdened by lot of work pressure and this leads to frustration and dissatisfaction among the high performers. When the ‘role model’ employees give up on their effort for being too much laden with work, they are likely to show less helping attitude to others. It is often observed that dissatisfied employees are less likely to help others than satisfied employees. Secondly, if engaged employees feel that their work pressure is too much compared to others in the same position then they feel an increased anger towards their supervisors. They also feel that the expectation kept of them is too high at times to fulfill. Often in their effort to live up to the expectation they take too much mental and physical stress on themselves which leads to a lot of uncalled for health issues. For example, it is not uncommon for employees to suffer from back pain and slip disc in spine due to long hours of sitting in front of computer at the workplace. If the work stress continues for a long time then the overall efficiency of engaged employees goes down and their motivation to do hard work is replaced by increased frustration levels. Finally, if the motivation factor goes down, productivity goes down as a result. The question is how to increase employee engagement? In the competition to retain best talents of the market, companies are trying hard to improve their policies and infrastructure to make employees develop an emotional connection with the organization which would result in higher level of work engagement. Managers are recommended to make sure that the organization's job design provides autonomy, social support, performance feedback, supervisory coaching. For example, providing employee assistance programs that help employees manage issues in their personal life emotional distress, health care, and relationship issues. Companies with high level of employee engagement provide employees with formal training and resources to improve effectiveness. They allow employees to employ imagination and innovativeness into their work. They actively seek suggestion from employees and act upon the suggestions provided. For example, if an employee is asked by the top management to give his suggestion and inputs about the launching of a new product by the company would feel important to have his opinion considered in the matter. This in turn would increase his confidence and his involvement with the organizational objectives. Giving work responsibilities to employees and involving them in the decision making process strengthens the morale of the employees, boosts up their self-confidence and gives Mohamaad Aljeemaz, DBA Researcher Page 3
    • them a sense of empowerment. Employees feel accountable for the jobs they do and feel emotionally involved with the organization which resultantly improves their productivity. Managers play an important role in creating employee engagement. Since managers and immediate supervisors are the ones employees are directly in communication with, their roles are crucial to help employees feel engaged with the organization. The interaction between the managers and the team members influences employee engagement to a great deal. The manager's attitude, behavior and feeling are instrumental in making positive impact on the employee.Studies show that about 80% employees globally feel that employers should be responsible for the wellbeing of the employees by providing them healthcare benefits and incentives. Of all healthcare benefits provided by the employers, 64% employees find health insurance to be the most attractive one. Apart from healthcare benefits, some companies provide many other perks for the employees such as childcare facilities, discount on gyms, training and so on. Conclusion: Engaged employees utilize physical, cognitive and emotional resources in their performance. Highly engaged employees prove to be an advantage by adding to the innovation and overall productivity of the organization. They bring customer loyalty, growth of revenues and higher profitability. However, engaged employees might turn disengaged if they are bogged down by too much work pressure and stress. There are many driving factors to employee engagement such as communication, career opportunities, brand alignment, recognition and appreciation, and workplace relationships. Most of the companies these days are implementing a lot of strategies to increase the employee engagement because it is very important to have the employees satisfied for the success of a company and higher level of employee satisfaction translates into a result of increased productivity and bottom-line of the organization. After all, the main limitation is that there are some employees who do not want to get engaged. No one can force someone to love something! Mohamaad Aljeemaz, DBA Researcher Page 4
    • References: Bakker, Arnold B. and Demerouti, Evangelia. 2008. Towards a model of work engagement, Career Development International, Emerald Group Publishing Limited. Vol 13 Jauhari, Vinnie. Sehgal, Rajesh and Sehgal, Pooja. 2013. Talent Management and Employee Engagement: Insights from Infotech Enterprises Ltd. Journal of Services Research, Institute for International Management and Technology. Kolflat, Leif. 2012. Mission: Brand Alignment, HRO Today, Viewed on 29 Dec 2013 <http://www.hrotoday.com/content/5111/mission-brand-alignment> Swift, Persis.2011.Workplace Friendships: Reap the Benefits and Avoid the Negatives, Workplace Insights: A North Carolina Employer's Handbook, Viewed on 29 Dec 2013 <http://blog.capital.org/workplace-friendships-reap-thebenefits-and-avoid-the-negatives/> Irvine, Derek. 2009. Employee Engagement: What It Is and Why You Need It, Bloomberg Business Week, Viewed on 29 Dec 2013 <http://www.businessweek.com/bwdaily/dnflash/content/may2009/db2009058_952910.htm> The case for Increasing Employee Engagement, Navisys Transformation Limited, Viewed on 29 Dec 2013 <http://www.navisystransformation.com/pdf/Employee_Engagement.pdf> Bulygo, Zach. Inside Google’s Culture of Success and Employee Happiness, Viewed on 29 Dec 2013 <http://blog.kissmetrics.com/googles-culture-of-success/> Mohamaad Aljeemaz, DBA Researcher Page 5