Working definition of the term Employee Engagement.
Drivers of engagement – things that lead to employee engagement and Understanding the work of the pioneers in their field
Understanding the of who is holding the key to engagement – the organisation, the Manager or the Employee.
Finally, an attempt to build a few basic pillars.
Working Definition of Employee Engagement
“ Employee Engagement” is not exactly a recent phenomenon. Researched from 1920s, a succession of management and behavioral thinkers have delved deep into this subject and have added significant insight in this area.
Employee Engagement is variously known as Employee ownership, Employee Motivation, Employee Involvement, Commitment, Loyalty, etc.
Productive members of an organisation who are psychologically committed to a role in the organisation in which they use their talents.
“ A state of emotional and intellectual involvement that workers have in an organisation.”
“ Say (speak positively about the Organisation to co-workers, potential employees and customers), Stay (an intense part to be part of the organisation) and strive extra efforts and take on work that contributes to employer success.”
How to measure Employee Engagement
Key Ingredients by which Employee Engagement can be measured are:
Tenure with the organisation
Display of emotional involvement in what they do
Doing in more than what is expected.
Displaying pride in the place they work.
Drivers of Engagement
Elton Mayo, 1932 – The Hawthorne Effect
Started originally to examine the physical and environmental influences of the workplace.
Abraham Maslow, 1943 – Maslow Hierarchy of needs
He saw 5 set of goals which he called as Needs. He called the Needs as Physiological Needs, Safety, Love, Esteem and Self – Actualisation.
3. Douglas McGregor, 1957 – Theory X & Theory Y
Management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can.
In this theory management assumes employees may be ambitious, self-motivated, anxious to accept greater responsibility, and exercise self-control, self-direction, autonomy and empowerment. It is believed that employees enjoy their mental and physical work duties. It is also believed that if given the chance employees have the desire to be creative and forward thinking in the workplace. There is a chance for greater productivity by giving employees the freedom to perform at the best of their abilities without being bogged down by rules.
Models of Employee Engagement
Since the Names of the Models are not mentioned, we will name them as A, B, C, D.
Employee engagement is seen as the outcome of 4 dimensions:
Basic needs: Clarity work, materials and equipment