Category: Employee Engagement

Managerial Behaviors And Patterns Relating To Employee Engagement

The constant changes and demands in businesses requires a fluid workforce which can adapt according to the changes. A challenge for the organisations is to engage, develop, and build loyalty among the employees to gain a competitive edge in today’s global marketplace (Taneja, Sewell 2015). An application of totalitarian management, unlike the previous decades, cannot be applied in current businesses as the managers require a two-way collaboration for decision making and delivering results (Markos & Sridevi 2010). This has led businesses to focus on the needs and requirements of employees in order to create a more efficient and productive workforce. Studies in the field of organizational productivity imply that efficiency and productivity of employees lie within their ability ,commitment and the relationship with managers (Markos & Sridevi 2010). Managerial behaviors impact employee engagement, which is the reason managers are considered drivers of engagement.

Background

Managers are the drivers for employee engagement, which becomes important for them to understand what employee engagement actually means. Currently, there is no single, universally accepted definition of employee engagement (Bridger 2018, p. 1). But based on related research, it is defined as harnessing the individual self with the work role and indicated that the more employees align themselves with work roles, the more they will be motivated toward achieving performance excellence. (Bridger 2018, p. 1). Engagement relates to respect, recognition, trust all relate to engagement at various levels between managers and employees. Studies have shown that such behaviors are important for managers to drive employees for better performance. (Dasgupta 2014).

Method

The business report presents the impact of managerial behaviors and methodologies impacting employee engagement in organizations.The primary sources of data include peer-reviewed articles, case studies, and organizational & market surveys. The secondary sources used were ebooks, scholarly blogs, and other articles from the internet that are used as a part of the research. The approach used to formulate this report was researching and dissecting a given article for information required and its application when necessary. The research was performed using the university library database, search engines like Google Scholar and the data sourced from scholarly blogs from the internet.

Literature Review

Engagement is considered as an asset by the organizations as it benefits in various dimensions and can be a tool for competitive edge due to its impact on productivity. In this segment, the review is done at the individual level, organizational level along with an approach to increase engagement. Understanding the managerial behaviors impacting engagement requires an in-depth understanding of engagement at an individual level. The cognitive and psychological conditions have to be met by the managers in order to address the factors that drive engagement. (Joseph & Rogelberg 2013). These conditions significantly impact the engagement levels of employees(Rooney, Gottlieb, & Newby-Clark, 2009). Their application requires managers to address psychological meaningfulness, safety, and availability to fully engage employees in their work role, which are the aspects relating to the psychological safety of an individual (Joseph & Rogelberg 2013).

The engagement at the organisational level relates to understanding the organizational factors(drivers) that impact engagement in employees. In this analysis, Aon Hewitt’s model is used to derive and analyze the engagement drivers at the organisational level. According to this model, there are six main drivers, which are termed as engagement drivers in an organization (Merry, J. 2014). These drivers relate to organizational as well as managerial contributions. The application of drivers as a part of engagement will result in three behaviors from employees which can be an indication of employee engagement in the organization. (Merry, J. 2014)

1. Say – When employees say positively regarding their peers, team members, and stakeholders involved with the organization.
2. Stay – The sense of belonging and a sense of attachment to the organization shown by employees.
3. Strive – The motivation by employees to assert efforts toward their job in order to positively contribute to the success of the organization.

Managers can reflect upon these three behaviors and their demonstrations by employees to reflect their engagement levels.. :

The managerial behaviors required to increase employee engagement in organizations require understanding the needs and drivers of engagement for employees. This relates to what employees want from the organization, how they want, why they want and to provide it in a proper way to keep them committed to the organization. The main needs are studied based on Maslow’s hierarchy of needs and based on it, the engagement analysis is done(Kelleher 2013, p. 53)

The needs of the employees in the organization are mapped based on Maslow’s hierarchy of needs and the role of the manager is to constantly monitor and to make sure the employee’s basic physiological needs are provided which is essential to complete a given task. (Borysenko 2017). Safety relates to personal safety and workplace safety, which covers the physical and psychological safety relating to their place in the organisation. The manager has control over the cognitive aspects of the employee which relates to coordination and conformance to the employee about his/her importance in the workplace. A positive work culture among teams requires managers to provide employees a sense of belonging in the workplace. Providing trust, support, productive conflict, psychological safety would be fostered on the team to get to the best outcome of the efforts. The recognition of the contributions to the workplace by the manager increases the self-esteem of employees. (Kelleher 2013, p.53). Recognition is a key part of engagement and is considered as a tool to optimize the contribution of employees as it directly relates to their self-esteem. (Kelleher 2013, p.53). The manager’s job is to help employees realize that employees are best in what they do and it aligns with maximizing their true potential, which is defined as self-actualization and is the final level of the hierarchy. Successful engagement in a team requires the fulfillment of these needs by the managers along with developing an engaged culture in an organization.

Analysis of issues and problems

Understanding Engagement Levels

Although the benefits emanating from the engaged workforce have been established by research over the years, the supposed negative outcomes of disengagement cannot be overlooked. There are three levels of employee engagement in the workplace: the actively engaged, disengaged, and actively disengaged. (Hundley & Drizin 2014) Actively engaged are the ones who are highly committed and their commitment reflects high levels of performance, a drive for innovation and efficiency. The disengaged are the ones who complete their tasks but are unenthusiastic and are not fully committed to a given task and are only driven by money. (Rastogi et al 2018) The actively disengaged employees are those who actively negative and voice their displeasure in the workplace and are considered as damaging to the workplace environment and impacting motivation levels of the team. (Hundley & Drizin 2014). The application of different employee engagement approaches by the manager relates to the consideration of individual levels of the employee. A problem that an organization faces is the reliance on monotonous approaches to various engagement levels of employees. The plans and visions developed for employee engagement are considered taking into consideration that levels of engagement are bare minimum and these actions are applied even for actively engaged employees. (Luthans et al 2002). The monotonous approach of employee engagement also relates to its classification. The engagement is a broad domain and employee engagement can be different for a job profile and the engagement can be different for the organization. This relates to the clarity of intended action for organizations and managers who are accountable when such plans fail to deliver the desired outcome as planned by the organization. (Luthans et al 2002).

Formulations of engagement policies

A problem surrounding employee engagement relates to the understanding of the engagement levels and deploying steps to increase it. Human Resources are responsible for the engagement procedures and policies implemented in the organization based on the observable behaviors while discounting the underlying psychological mechanisms at play (Saks 2017). The cognitive and psychological levels of employees are understood by the manager, but the task of the manager is to work and follow the integrated process to achieve organizational growth, The main aim is organizational growth through employee engagement, but employee engagement requires more than just a step of procedures(Saks 2017). It requires due-diligence for human resources rather than due care. This relates to deploying the psychological and behavioral aspects and finding them in a given candidate and selecting them based on it. A list of proven personality aspects includes Social Potency and Achievement Orientation related to engagement. (Albrecht et al 2015 ). A task that is required and formulated by the manager based on employees’ aspects, is in fact deployed by the human resources in organizations and is the major cause of disengagement in organizations. (Albrecht et al 2015)

Lack of Communication Transparency

Employees in an organization can be retained by three Rs, namely, reward, recognition, and respect, which are considered as important factors that influence the manager-employee relationship. (Kundu & Lata 2017). The importance of communication is a catalyst that drives trust in managers. The lack of transparency cascades to a lack of trust in employees. The problem that a manager faces is the concept of transparency perceived in an organization. A manager can be transparent in collaboration and decision making but senior management and cross-functional communication may relate to a lesser extent of transparency with employees. A study conducted in 2017 states that ‘24% of employees ‘feel strongly connected to their co-workers”’. But the response was different at the organizational level. (TinyPulse 2017,p. 5) The responses were negative for the organization except for their teams. The major reason was despite the manager’s best efforts to engage employees, external factors such as senior management and their coordination with employees lead to problems for managers. This problem relates to the psychological perceptions of employees based on behaviors by employees excluding their team. The way they are treated as a whole also signifies the shortcomings of a concrete organizational culture and something cannot be controlled.

Identification of Solutions

The managerial problems identified require focus as these problems can adversely impact the engagement levels in teams. The problem relating to understanding engagement levels requires a concrete cognitive method for managers to focus on levels of each individual. One of the solutions is taking a survey among employees backed with benchmark data to receive an accurate measurement of engagement levels. This method,despite its advantages does not take into account the other background and personal factors which affect the psychological behaviors of employees (Xi et al 2017). Another method is the self-efficacy method undertaken by the manager for measuring self-appraisal of an employee’s ability to cope with work demands, given the resources they possess. This method does not require additional resources and efforts as it relates to implementing the available resources for managers.

The formulation of engagement policies requires a concrete analysis of each individual’s physical and psychological condition in organisation. The approach followed in implementing policies is the top-down approach, which starts from senior management and is implemented based on overview of employee behaviors and patterns. A recommended method is the bottom-up approach, starting with implementation from employees and teams, and gradually moving forwards in hierarchy. This method is pragmatic and it focuses on engagement in each individual and it requires a shorter time frame for its implementation.(Malcolm 2018).

The communicational transparency requires communicational flow across the hierarchy of organisational structure. This requires a framework for organisational communication, which relates to consideration and communication among the individuals. This approach requires a long time frame, but would provide necessary engagement among employees.(Dasgupta, Suar, & Singh 2014).

Discussion of preferred solutions

Implementing the Self-efficacy Theory

The engagement levels of an employee are different and the identification of these levels is required, which results in a directive effort based on the levels. (Chaudhary 2014) A perceived solution for identification of engagement levels is the self-efficacy theory. This theory relates to individuals’ belief in their capabilities to achieve a given task under a given set of conditions. It reflects confidence in the ability to exert control over one’s own motivation, behavior, and social environment (Xi et al 2017). The concept can be used as an organizing factor for the team by managers. This relates to self-efficacy as a means to measure the level of employee commitment and engagement to a given task. Each individual has different engagement levels, which can be measured through the concept of self-efficacy (Lippke 2017). The relationship between self- efficacy and the three dimensions of employee engagement (vigor, dedication, absorption) is studied and proven in organizations (Xi et al 2017). Self-efficacy beliefs affect the choice and the amount of challenge and commitment to personal goals. Self-efficacy, as a measure can be increased in team members through various ways through training and professional development practices, improved managerial leadership and mentoring practices, and to exhibit confidence in team members (OVP Management Consultancy Group 2018). The implementation of self-efficacy as a part of managerial behavioral practices would be an important indication of individual engagement levels of team-members and also would help to increase the efficiency of the group.

Approaches to deploying engagement

The engagement policies and practices are developed and implemented by the senior management and not the managers of the team. The reason why this approach is not effective is the policies are formulated based on organizational challenges and problems focusing at an organisational level and not an individual level (Nolan 2011). Each team member as a part of the team has different experience and engagement levels, which are meant to be addressed individually by the manager, but it is the senior management who decides the common addressing factors to individuals, which reflects disengagement and minor impact on the solutions to be addressed (Nolan 2011). A preferred solution is to implement a bottom-up approach while implementing employee-engagement policies and frameworks. (McPolin 2017) There are numerous positives of such an approach. As employee engagement is an individual experience-driven in part by personal values and what is important in a job, the solution has to be personalized. Along with this, the employee also gets feedback on the individual level of what drives disengagement in this approach (McPolin 2017). With the awareness in the individual’s engagement levels, it opens the door for change to managers(Bakker 2017). The way of addressing and detecting the individual engagement levels is through data-driven surveys and frameworks which are proven effective. In a nutshell, the bottom-up approach relates to engagement within the team, gaining momentum to re-engage employees and reflect their contribution to the team along with the decrease in managerial efforts to coordinate engagement. (McPolin 2017)

Implementing Organisational Transparency:

Organisational transparency is communication of information to employees,keeping employees in the loop , as they foster the organisation. Proponents of organisational transparency say it can lead to improvements, innovation and can foster a deeper sense of trust with employees and shareholders. Transparent organizational communication includes three elements: participation, accountability, and substantial information. Participation refers to involving stakeholders in identifying the information needed to make accurate decisions. Transparency cannot satisfy the stakeholders’ needs unless an organization understands their information needs. Accountability holds organizations accountable for their behaviors and words. Substantial information involves providing truthful, substantial, and useful information to the relevant parties. (Jiang. & Luo 2018). Organizational transparency would lead to a decrease in mistrust among employees, increased collaboration, and fosters innovation. A strong managerial leadership is required to indulge transparency, as there are some drawbacks of organisational transparency which can backfire for an organisation. The implementation requires alignment of employee-goals with organisational goals and values, which results in higher engagement among individuals to organisation. High levels of engagement and organizational transparency foster increased psychological safety and help generate a safe environment to produce maximum results beneficial for an organisation. (Finnegan 2017, p10)

Conclusion

The given report analyses the managerial behaviors that impact employee engagement in organizations. The analysis is done and the problems are identified as a part of the managerial practices and behaviors. Managers are considered as drivers of employee engagement in an organisation, and the analysis done covers the dimensions required for a manager to detect and increase workplace engagement. The use of various frameworks and methods is done for workplace engagement and the relevant solutions and recommendations are formulated based on it.

The Relationship Between Employee Engagement And Organisational Performance

Abstract

In our modern day and age everyone has heard of employee engagement in one way or another. As a HR professional I have been bombarded with numerous employee engagement platforms, survey providers and consultants. However up until recently there have been very minimal empirical studies that looked objectively at the possible connection between employee engagement and an organisation’s performance. In this literature review first, I looked at the brief history of engagement research. In the second part of this literature review focused on empirical studies that looked into the links between employee engagement and intention to turnover. The reviewed literature indicates that there is a strong connection between these to dimensions.

Brief History of Employee Engagement Research

There are studies that indicate that due to disengaged employees US businesses lose USD300 billion in a year (Ram & Prabhakar, 2011). As a Human Resources professional employee engagement is a fascinating and fundamentally important topic. The topic of employee engagement caught the attention of practitioners and academics likewise (Truss, Delbridge, Alfes, Shantz, & Soane, 2014).

The original reason why the topic of engagement became so fascinating within the academic and practitioner circles are not quite clear, but it is speculated that a number of changes that were taking place in the working culture had important roles, especially the “post liberalisation, privatisation, globalisation era” (Sahoo & Sahu, 2009).

Schaufeli reasons, that these changes required significant psychological capabilities, such as adaptation, assertiveness etc. This motion resulted in what was called ‘psychologization’ which means that employees in our day and age have to bring “their entire person to the workplace” (Schaufeli W. B., 2014). Based on the above, work engagement fits in well with positive psychology – “the scientific study of positive human functioning and flourishing on multiple levels that include the biological, personal, relational, institutional, cultural, and global dimensions of life’ (Seligman & Csikszentmihaly, 2000).

In academia, the topic of employee engagement was first studied by Khan in 1990 when he published his paper “Psychological conditions of personal engagement and disengagement at work” (Bach and Edwards, 2013, p336). Khan conducted a research whereby he sought to understand the “self-in-role” process or in other words the degree of physical, cognitive and emotional investment of the individuals who perform their role (Khan, 1990). He claims that physical involvement, cognitive awareness and emotional connections are the means of showing one’s self.

Since Khan’s first publication, academia has been looking at the topic from different points of view, which can mainly can be grouped into 1) cause and 2) effect (Holbeche & Matthews, 2012). Due to this, many different definitions emerged in recent decades.

According to Shaufeli and Bakker (2010) the everyday meaning of engagement constitutes of “involvement, commitment, passion, enthusiasm, absorption, focused effort, and energy.” (Shaufeli, Schaufeli, & Bakker, 2010, p. 11). Even though there isn’t a clear consensus of the definition of engagement, in their literature review they summarise the ways engagement is conceptualised. They say it is made up of 1) organisational commitment or emotional attachment to the organisation and the desire to stay with the organisation; and 2) extra role behaviour (Shaufeli, Schaufeli, & Bakker, 2010, p. 11).

On the other hand, the term itself was generally first credited to the Gallup Organisation in the 1990’s, an organisation that developed the Q12 Gallup’s engagement questionnaire (Truss, Delbridge, Alfes, Shantz, & Soane, 2014, p. 16). According to the Gallup’s ‘State of Global Workforce’ report they define engagement as “employees are highly involved in and enthusiastic about their work and workplace. They are psychological “owners,” drive performance and innovation, and move the organization forward.” (Gallup Inc., 2017, p. 41).

In this paper I will discuss the fundamental ideas of all three of these dimensions, however the manner in which I will review the subject will focus on employee engagement as a whole, or as Baumgardner and Myers defined employee engagement: “the extent to which an employee feels so connected to the work and to the organization that he or she is willing to give discretionary effort to the work at hand. Everyday terms that describe engagement including passion, enthusiasm, connection, flow, and focused effort.” (Baumgardner & Myers, 2012, p. 202).

Performance

There are a number of studies that focus on the links between employee engagement and overall business unit performance. One of these studies was conducted by Blizzard’s in 2005 looking into the relationship between nurse engagement and medical errors (Blizzard, 2005). In the research the standardized mortality and complication indexes were used and in the context of more than 200 hospitals including nurse engagement. In their regression analysis, they identified the nurse engagement as a key factor (Blizzard, 2005) and data showed “ nurse engagement was the number one predictor of mortality variations across hospitals” (Blizzard, 2005). They also found that engagement was a factor in preventing complications.

Arakawa and Greenberg in 2007 studied the relationship between manager optimism, employee engagement and team performance. To conduct this study, they used the Gallup Organisation Q12. They used nine attributes to measure project performance. They included attributes such as whether the requirements were effectively managed, whether they managed to stay within budget, accuracy and quality in project performance, client satisfaction etc. (Arakawa & Greenberg, 2007). Although this was one study, they ran the set of inter-correlations twice, first in 2005 and in 2006. In 2005, retrospective data was made up of 86 employees and 17 managers. They found that employee engagement significantly correlates with project performance. In their 2006 prospective data they reviewed 39 employees and 14 managers, a “subset of the original data with different alignment” (Arakawa & Greenberg, 2007, p. 84). In this second prospective review again employee engagement and project performance correlated (Arakawa & Greenberg, 2007).

In 2009 Xanthopoulou et all. conducted a research in a fast food company, where they examined the reasons behind the variations in work and personal resources are related to daily job engagement and financial performance (Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2009). In their theoretical model they took Bakker and Demerouti’s job demands-resources model (Bakker & Demerouti, 2007). In this model “work engagement is perceived as stable, positive, affective-cognitive psychological state” (Peccei, 2013, p. 339). Their empirical study was based on forty-two employees working across three branches completed a questionnaire and a diary booklet over five consecutive days (Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2009). The data was collected over one month to minimise the shared observation on financial performance. In this study they measured the general work engagement using the Utrecht Work Engagement Scale (Schaufeli & Bakker, 2004), which focuses on three dimensions of work engagement: “vigour (e.g. ‘At my work, I feel bursting with energy’); dedication (e.g. ‘I am enthusiastic about my job’); and absorption (e.g. ‘I get carried away when I am working’)” (Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2009, p. 7). The outcome of the study showed that employees, who were generally engaged were more likely to be engaged in their work tasks. On the other hand, the study also revealed a significant negative correlation between work engagement and day-level financial returns, but the authors believe this was due to the fact that engagement acted as a suppressor variable.

Zelles conducted a research to define the impact of employees on the firm’s financial profitability in the knowledge worker age (Zelles, 2015). The author also analysed “the relationship between employee engagement and profitability and other specific intangible indicators such as job satisfaction, employee happiness, absenteeism, inspiration and proudness.” (Zelles, 2015, p. 63). Zeller conducted a survey at information technology firms, funded by owners in the 20’s and 30’s within 10 years of conducting the research. Zelles used the Utrecht Work Engagement Scale (Schaufeli & Bakker, 2004), which consisted of 16 statements to assess how employees felt about their work and their work environment (Zelles, 2015) on a 1-6 scale. The higher the score was the higher the work engagement was. The outcome of the research proved the relationship between engagement and traditional measures of profitability, however there wasn’t direct correlation between employee engagement and net profit due to other factors such as product that is being sold, company debt, profit margin, demand etc. (Zelles, 2015).

In a 2017 study Rhaman et al. researched the connections between work engagement, psychological contract and contextualised performance (Rahman, Rehman, Imran, & Aslam, 2017). The author’s hypothesis was based on Khan’s original, 1990 paper and they speculated that ‘there is a positive impact of work engagement on employee’s contextual performance” (Rahman, Rehman, Imran, & Aslam, 2017, p. 1104). They obtained data from ten Pakistani financial sector organisations and by applying simple random sampling they selected 450 respondents. The research used the Utrecht Work Engagement Scale (Schaufeli & Bakker, 2004). The result of their study showed that there was a significant correlation between work engagement and contextualised performance. They argued that when employee engagement is present employees tend to participate in decision making and therefore help the organisation to perform to their best potential (Rahman, Rehman, Imran, & Aslam, 2017).

A recent study from 2018 looked at the relationship between key performance indicators, job satisfaction and work engagement (Lepold, Tanzer, & Jimenez, 2018). The authors built their hypothesis around findings that support the belief that employees working in a responsive environment, for example having influence on their KPIs, have high engagement. They surveyed 136 employees of a bank and work engagement was assessed using the Utrecht Work Engagement Scale (Schaufeli & Bakker, 2004) that included 9 items. “Results showed that 18% of the variance in work engagement can be explained by professional self-efficacy, influence expectations on economic KPIs, and influence expectations of the branch manager.” (Lepold, Tanzer, & Jimenez, 2018, p. 13).

Turnover Intention

Turnover intention refers to employees’ thoughts of quitting their present job, when employees may choose to withdraw either physically or psychologically (Ram & Prabhakar, 2011). Turnover is strongly linked to “low cost of replacement, possible loss or shortage of explicit tacit knowledge, skills and ability possessed by incumbent employees” (Kim & Hyun, 2017, p. 709). According to Harter et all. (2002), a series of research was based on the above mentioned “positive psychology” movement. A meta-analysis was conducted on data from more than 7,939 business units in 36 companies. It looked at the relationship at the business-unit level between employee engagement and the business unit results of organisation performance, throughout of the dimensions of customer satisfaction, productivity, profit, employee turnover and accidents. Their hypotheses were that employee engagement would have a positive correlation with business-unit results on the above-mentioned attributes and that it will be correlated across the whole business. In terms of methodology, the research used the Gallup Workplace Audit which included an overall satisfaction question and the Q12 questions. They defined employee engagement as “the individual’s involvement and satisfaction with as well as enthusiasm for work” (Harter, Schmidt, & Hayes, 2002). In the analysis they looked at customer satisfaction-loyalty, profitability, turnover, safety and composite performance. Latter is the overall business performance measure. In this study they concluded that employee engagement and satisfaction are related to organisational performance.

In 2010 Shuck conducted a non-experimental, correlation study (Shuck, 2010). The author examined the relationship between employee engagement and intention to turnover. Using the Colarelli’s Intention to Turnover Scale he reported that there was a clear link between employee engagement and intention to turnover. He argued that employees, who feel like their work is meaningful, and are provided with resources to succeed in their roles would less like to resign (Shuck, 2010).

Another research on this topic examined the relationship between employee engagement and employee retention (Ram & Prabhakar, 2011). The authors took a snowball sample of 310 respondents from the hotel industry in Jordan (Ram & Prabhakar, 2011). One of their hypotheses was that employee engagement would positively correlate with, inter alia, organisation citizenship behaviour and negatively with retention. They concluded that “the level of engagement determines whether people are productive and stay with the organization—or quit and perhaps join the competitors” (Ram & Prabhakar, 2011, p. 59).

Bothma and Roodt (2012) conducted a research to investigate the relationship between work engagement and intention to turnover (Botham & Roodt, 2012). The research was based on a sample of 2429 employees, and they used the Utrecht Work Engagement Scale and Turnover Intention Scale (Botham & Roodt, 2012). They found that work-based identity and work engagement are similar predictors of intention of turnover.

Kim and Hyun examined the intermediating effects of work engagement, personal resources and turnover intention within a Korean firm (Kim & Hyun, 2017). Their research was based on Hobfoll’s conversation of resources model from 1989 (Kim & Hyun, 2017) (Kim & Hyun, 2017)n which led them to believe that personal resources and employee engagement feed off of each other, engaged employees use their resources better hence they can stay more positive (Kim & Hyun, 2017). They used 571 validated responses in their study, work engagement was measured by UWES-9 and turnover intention was studied by a three-item measurement by Colaerlli (Kim & Hyun, 2017). The result of the research proved that personal resources (e.g. self-efficacy, organization-based self-esteem and optimism) have a positive effect on work engagement which in turn have a negative effect on turnover.

A recent Taiwanese study explored the links between resilience, abusive supervision, intention to leave and work engagement (Dai, Zhuang, & Huan, 2019). Dai et all. hypothesised that employee resilience has a positive effect on work engagement and it negatively correlates with intention to quit (Dai, Zhuang, & Huan, 2019). They found that higher resilience does indeed have a positive effect on both of these dimension.

Conclusion

Having researched this topic I believe that there is be a positive link between employee engagement and organisational performance since most research point to the same direction and when it comes to everyday practice. Employees who have a meaningful connection with the organisation will have more input and will contribute more to the company’s succession therefor will have an effect on performance.

Having said that it’s important to emphasise that as of yet there isn’t a consistent, proved concept towards employee engagement (Peccei, 2013) and hence the above studies have potentially answered their questions from very different perspectives.

Turnover is an important factor of organisational performance because it can be very costly to replace incumbents and sometimes the knowledge that leaves the business can be even more difficult to develop. There are a number of studies that focused on the specific connection between employee engagement however these studies only focused on specific companies or sector which means findings cannot be perceived as general consensus and employee engagement hasn’t been pinned down as a main predictor of intention to turnover.

For future research it would be interesting to study whether employee engagement has the strongest effect on intention to turnover or are there other dimensions that would worth to focus on.

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Peculiarities Of Employee Engagement In It Industry

ABSTRACT

Employees who are engaged to their job and committed to their firm gives a better competitive advantages to the firm as well as higher productivity so it has become essential for the firm to retain their highly skilled employees. This research, study the practices followed in the firm to engage employees. The objective of the study was to find the factors of engagement, level of satisfaction, organizational inputs and to identify measures for the enhancement of employee engagement. A structured questionnaire was constructed based on the objectives of the study to collect the required data.

Descriptive research design was adopted for the study. Convenience sampling technique has been deployed. The findings of the study shows the factors under employee engagement such as working condition, superior support, organizational support, co-workers support, rewards and recognition and career growth. Some of the main findings include identifying the satisfaction level of employees which leads to employee retention. Further to this, recommendations have also been given by the researcher based on the main findings including how to motivate and retain employees etc. The researcher hopes that the recommendations would help the IT firms to make their employees fully engaged and committed to their firm.

INTRODUCTION

The challenge today for top management in IT industry is not just retaining skilled people, but fully engaging them, and making them committed to the firm at each phase of their work life. Employee engagement has became a critical driver of business success in today’s competitive market place. Engagement not only have the potential to affect employee retention, productivity and loyalty, but it is also a key factor to customer satisfaction and company reputation. The connection between an employee’s work and organizational goals, including understanding the importance of the work to the firm’s success, is the most important driver of employee engagement. Job satisfaction is a term used alternatively with employee engagement and is defined as how an employee feels about his or her job, work environment, pay, benefits, etc. The most common way of measuring the engagement level is the use of rating scales where employees report their reactions to their jobs.

Employee Engagement is a approach resulting in the right conditions for all employees of a firm to give their best each day. It is based on trust, integrity, a two-way commitment and communication between the firm and its employees. It is an approach that increases the chances of success in the business, as a contribution for organizational and individual performance and productivity. Engaged employees will form a part of a firm’s brand and an engaged happy workplace can have a effect on customer retention, hiring of key talent and the ability to attract new customers where a company’s values are crucial to the consumers.

LITERATURE REVIEW

Employee commitment is evidenced by better reward programs, and approaches that will show interest in employee career development. Organizations also need to create ways of recognition of contribution by employees that would help defining what determines employee engagement in order to impove commitment levels ( Sivasubramanian And Rupa, 2017).

The demographic profile of employees has an influence on employees engagement. and organizational inputs and support has an impact on engagement and that committed makes employees more engaged (Gantasala V. Prabhakar and Swetha Reddy, 2016).

Two way communication and transparency across all levels of management are the ways to promote the trust and determine the degree of discretionary effort that comes with a higher level of engagement ( Manjunath.S and Chandni M.C, 2018). (Preeti Thakur, 2014) identified that among the former work motivation could be improved through increased job authority and accountability and at the clerical level, rewards and recognitions are significantly associated with job involvement.

The organizational success depends on employee’s productivity which will be accelerated through employee’s commitment towards his organisation (Dr. Pratimasarangi and Dr. Bhagirathi Nayak, 2016). (Arti Chandani and Vashwee Khokhar, 2016) identified variations in factors may arise due to differences in individual, job characteristics and gender diversity..

SUGGESTIONS AND RECOMMENDATIONS

• From the findings it is identified that rewards and recognition will motivates the employees for better performance and to keep them engaged.
• The organization can even further align the employees with the organization’s by providing them employee counselling, which will help employees to overcome the emotional stress or any other problems, so that they can get back to the main track of performance.
• The Organization can be more supportive to maintain balance between the work and professional life of the employees.
• The organization can promote good communication which helps to foster a good working relationship between the employer and the employees.

CONCLUSION

Every business is made up of people that is human resources. An organization is nothing without human resources. The effective management of human resources will have a major impact on how successful the business becomes. It is universally agreed that the quality of human resources is the major factor in maintaining the competitiveness and profitability of the today’s business. So, the survival and success of the organizations is with the management of its human resources.

From this research it is identified that some of the factors of engagement are working condition, superior support, co worker support, career growth, organizational support and rewards and recognitions. And some of the measures for the enhancement of employee engagement are providing promotional opportunities for employees and by giving them some visibility on their career development will make them satisfied and also leads to retention of highly skilled employees.

REFERENCES

1. Gantasala V. Prabhakar,& Swetha Reddy. (2016). Employee Engagement in the IT Industry – Evidence from India .Strategic Management Quarterly, Vol. 4(1), 61-86.
2. Sivasubramanian.,& Rupa.(2017). An Empirical Study on Employee Engagement with Reference to it Sector in Chennai. Journal of Management (JOM),1(4),18–28.
3. Manjunath.S.,& Chandni M.C.(2018).Winning effective employee engagement at IT sector:An analysis on emerging trends and challenges. ISBR Management Journal,2(3),1-16.
4. T.Suhasini.,& K.Kalpana.(2018). A Study on Factors Affecting Employee Engagement in Indian IT Industry. International Journal of Pure and Applied Mathematics,24(118),1-13.
5. Preeti Thakur.(2014). A Research Paper on the Effect of Employee Engagement on Job Satisfaction in IT Sector.Journal of Business Management & Social Sciences Research,5(3),31-39.
6. Dr. PratimaSarangi & Dr. Bhagirathi Nayak.(2016). Employee Engagement and Its Impact on Organizational Success – A Study in Manufacturing Company, India. Journal of Business and Management,4(18), 52-57.
7. Arti Chandani ,Mita Mehta, Akanksha Mall & Vashwee Khokhar.(2016). Employee Engagement: A Review Paper on Factors Affecting Employee Engagement. Indian Journal of Science and Technology, 9(15), 1-7.

Impact Of Monetary Incentives On Employee Engagement

Money is considered to be a universal commodity that can be used as means of exchange for goods and services. It is a fact no one wants to work for free. Employees want to earn reasonable remuneration and rewards. Similarly, organizations wish their employees feel the value for money. This therefore, makes money to be among the most motivating factors to all. It is a part of the total incentive package of an organization. Salary is thought to be one of the key factors influencing career choices Lai (2009). One employee in RRA described salary as, ‘the salary paid to me is what the organization thinks of me.” Another one said, “even if I am offered additional 20% on my current pay, I would not leave the organization”. This tells us that people are unique and have different preferences and can be influenced by different factors. ‘’The lower salary, the less appreciated” Bokorney (2007). The meta-analytic research by Condly et al. (2003) argued that properly selected and administered tangible incentives (cash and awards) can dramatically increase work performance and when carefully selected, implemented and monitored can increase work performance to an average of 22%.

In a survey conducted in RRA (2016) on staff motivation, the level of employee motivation was found to be at 73% with salary and wages among the most motivating factors. Out of 281 respondents, 142 (50.5 %) acknowledged salary dissatisfaction as compared to their responsibilities and education levels. This, evidenced that money is one of the key motivating factor in RRA which, justifies the periodic organizational reforms undertaken in RRA since (2005), (2013), (2017) and now (2019/20) on the pipeline as a continuous effort to improve key specific mix of financial and non-financial factors influencing employee engagement – such as, remuneration, communication, supervision, employee-manager relationship, employees’ voice, well-being, processes and systems and any other factor which make employees feel valued, more committed and engaged for the optimal success of the organization.

It must be noted that though RRA has continuously tried to adjust salaries to stimulate employee engagement it has at the same time created other windows for the same reason as included in its Statute (2011) as:

• (a) Performance bonus based on achievement of individual objectives,
• (b) Performance bonus based on surpass of organizational target (% share is attached to individual performance) and
• (c) Loyalty bonus based on the number of years one has been in the organization being rated above 80% on performance annually,
• (d) Reward and Recognition – appreciation, shopping vouchers, Laptop and money cheques for (best employees), and improved employee well-being, just to mention a few.

All these focuses on the creation of a comprehensive strategy to facilitate employees to see direct correlation between performance and financial rewards and of course make them feel appreciated, valued and more engaged. Research has shown that majority of employees believe their work merits reward especially (pecuniary rewards) and when they miss it, they feel demotivated, Purcell et al (2007).

My perception though, is that money is not the only factor which makes one to be motivated or engaged because different personalities have different factors which influence their motivation, commitment, involvement, loyalty, satisfaction and engagement such as, opportunities for learning and development, career development, job enrichment , recognition and appreciation for well-done job just to mention a few.

However, it is my belief that rewards, such as performance bonuses can be discriminatory, and therefore demotivate some employees especially if the rating system is inefficient and can easily be manipulated and misused by the user (supervisor). A case in point is a situation whereby a group of employees may be working on an assignment and when it comes to individual rating, the supervisor using his/her own discretion rates them and therefore rewards them differently and yet they were working on the same assignment.

Employee Engagement In Project Success

Project Management Book of Knowledge (PMBOK 5th Edition) defines a project as “a temporary endeavour undertaken to create a unique product or service” (Project Management Institute, 2008). Alternatively, a project can be thought of as a well-defined set of tasks that must all be completed in order to meet the project’s goals (Klastorin 2004)

Mining companies face many challenges when it comes to defining project success criteria and project management practices. The project manager in the mining industry should have the knowledge, experience, and competence to understand and define the interrelationships among the project management components. Understanding the evolving contractual and human interdependencies in executing, along with team building and stakeholder engagement are significant skills that address the expectations and needs of each stakeholder.

Lack of planning, poor preparation, poor communication, and teamwork skills, and weak contract administration are leading causes of problems on a mining project. When coupled with the speed with the communication happens and decision is made, a project complexity of high complexity and demand is created.

Employee engagement plays an important role in mining project success as workers form the backbone of this industry. They represent a separate stakeholder and it is important to manage them in project management. There is a significant amount of emphasis on stakeholder engagement and communication which we will see in the upcoming review.A success or a failure of a mining project can be attributed to the non-compliance to more than one individual project management components. Several components come to play when making a project success. Alternatively, a project’s failure can be attributed to the failure of implementation/compliance with more than one project management component.

A mining project is said to be successful if achieves the scope completion on (or less than) the planned time and within (or less than) the allocated budget assigned to it keeping the Health, Safety and Environmental compliance into account.

These days when projects are becoming more complex, it is imperative to follow the standard practices set by the Project Management Institute coupled with the mindset of the agile project management methodology. Agile project management was popularized by the Agile Manifesto (agilemanifesto.org, 2001). Agile principles include minimal planning and documentation, the submission of deliverables in small increments to obtain user feedback, and quick response. Agile project management has so far been influential mainly for the knowledge work in which the output is not visible. However, in the mining industry where there are daily communication challenges, project feedback on daily basis, feedback from stakeholders and their constant engagement, the agile way of executing a project makes more sense than ever. However, implementing scaled agile for large projects outside the software development domain poses a challenge to project success. BELOW ARE THE FACTORS WHICH DEFINES A MINING PROJECT SUCCESS

ORGANIZATIONAL STRUCTURE

In the context of mining projects, most owners (including owner support organizations such as project management consultants or insurers) work in matrix or composite structure, with designated project manager roles and team for mining projects. Team sizes and team members’ exclusive dedication to a project is dependent on project’s size and complexity and strategic importance to the owner. Both owner and contractor organizations may include Project Management Offices (PMOs). While the former tends to have a directive or controlling PMOs, the latter have strong matrix or fully projectized structure. Figure 2-1 (provided by PMBOK 5th edition) provides illustrated the correlation between type of organizational structure and type of PMO to help organizational environment in which the mining projects are executed. In the planning or bidding phase, the contractor will benefit from studying the owner’s organization. Contractors should study the organization and design a project organization breakdown structure that matches the owner’s breakdown structure for the project. The owner’s structure usually reflects project management and execution strategy, so by matching it, the contractor may have easier time aligning with the owner’s strategy. This may improve communications because any role in a given structure should have a matching peer. This is critical for the project’s success as a communication standard is set.

ENTERPRISE ENVIRONMENTAL FACTORS

Mining projects allows us to take an entirely different perspective to project management. The first identified success factor is the Enterprise Environmental factor in the mining industry which includes the following.

1. Economic factors – Mining projects involve exploration of mining sites using technology (drones, satellite data) extraction of raw materials using manpower and automated machines (hand driller, remote-controlled drilling machines), transportation of raw materials through transport vehicles (transport trucks). Costs of these types of machinery and manpower (specifically their occupational hazard compensation) depend on the global/national/local economy. Fluctuating raw material prices which are being extracted (for example, gold, silver, oil, etc.) may positively or negatively impact the benefit to cost ratios of the project. Ina fixed price contract mining project, inflation may also decide the project’s success. Missing inflation in the project contract would have disastrous effect on the project’s success.
2. Site Location Factors – A major impact on a mining project success would be where the mining will be done. The project location plays an important role in the project’s budget and the level of complexity. For example, offshore mining of oil is costlier, more complex and riskier compared to mining on land. The types of terrain, proximity to fault lines and rock formation would also impact the project’s risks and budget allocation. The labor availability and their level of qualification on a site would also impact the project costs.

HEALTH, SAFETY, SECURITY, AND ENVIRONMENTAL FACTORS

This is perhaps the most important factor in determining the mining project success. Employee health and wellness are introduced for mining jobs personnel as these directly affect the project risk and safety. Trends include virtual technology, safety regulations, incentives, and environmental certifications. It is common for project sponsors or owners to invoke extra measures of safety where general measures may be considered as insufficient to provide assurance and control required. Health safety, security, and environment pertaining to construction are described as follows:

• Health – Employee health programs are becoming increasingly important in the corporate environment and directly influence risk and safety factors. Health and wellness programs can address not only physical health factors for working in the mining industry but also wellness programs that assist in establishing a work-life balance and assist with other stress-inducing issues that affect mental stability and focus. Mining sites offer unexplored/unfamiliar work location, changing environment, job stress and risk of accidents which makes health programs critical for project success. Some methods for maintaining a healthy site include:

1. a. Dust & Noise control measures
2. b. Onsite medical facilities
3. c. Fatigue mitigation plans
4. d. Work hour limitations
5. e. Regular health check-ups and hygienic working conditions
6. f. Provision of trained first aid personnel

• Safety – The safety of mining crew and project teams is a top challenge on mining projects and should be a priority in all levels of the organization. Safety behavior, ownership and incident reduction is closely monitored and controlled throughout the project. Non-compliance safety standards may lead to extra fines being imposed to the owner and contractors alike which may lead project spiraling to ultimate failure. Some of the methods of effective safe work practices and procedures are:

1. a. Verification and validation that personnel equipment (PPE) is appropriate and in good condition for the required activity
2. b. Pre-site preparation (hazard analysis, permits, site familiarization, etc.)
3. c. Ongoing training
4. d. Traffic Management
5. e. Periodic checking of tools and equipment
6. f. Safety and Environmental Zoning Signage
7. g. Standard Operating Procedures (SOPs)
8. h. Risk identification and assessment

• Security – Controlled site access is an important consideration for mitigating unauthorized entry, theft, and vandalism. A secure job site allows only access to authorized access to construction zones and maintains security of the facility and grounds when no activities are underway. Some options for securing a work area are:
• a. Badge/smartcard-controlled areas
• b. Security gates and fencing
• c. Traffic barriers
• d. Security guards
• e. Remote security (cameras, sensors, etc.)
• f. Site lighting both inside and outside of the mine
• Environmental – Impact of the project on the environment must be studied before commencing any operation. It should be done at the planning stage itself and mitigation and control plans should be put in place before the project begins. Several aspects of the environment should be considered, including:

1. a. Recycling/waste management
2. b. Hazardous waste handling
3. c. Environmental clean-up
4. d. Noise monitoring
5. e. Acoustic control
6. f. Site drainage
7. g. Dust Control
8. h. Government permitting requirements

Cost of environmental or safety non-compliance can be detrimental to a project if litigation, fines or a job shutdown occurs. Compliance is mandatory and its cost is determined by a form of cost-benefit analysis that incorporates the potential impacts of non-compliance on the project.

PROJECT MANAGEMENT COMPONENTS CONTROL

Other factors such as

• Integration Management
• Cost control
• Sequencing and Schedule management
• Stakeholder Management
• Quality Assurance and Quality Control
• Risk Management
• Contract control throughout the project is critical for project success. All the above factors are defined and explained in detail along with the tools used to implement them by the Project Management Book of Knowledge (PMBOK). The project managers must handle these factors throughout the project.

IMPACT OF EMPLOYEE ENGAGEMENT IN PROJECT SUCCESS

Woods, J. M. (2015), introduces us to the fact that every organization wants a high-performing team which makes a direct impact on the project success and helps in achieving organizational objectives. A project manager’s job is to align the project team to achieve high performance and foster employee engagement.

Woods, J. M. (2015) also states that employee engagement is a state of mind which is assimilated by employees and is characterized by active involvement in project work activities, commitment to project success and the team, and an ability to stay focused on work throughout the tenure of the project (Costa, 2014). Human Resource professionals have understood the idea of employee engagement at work, and hence, such programs are increasing in many workplaces. However, many of these “employee engagement programs” are not nearly producing the desired results because an attitude of engagement cannot be forced/trainted to individuals; rather, engagement is internal to individuals (Matuson, 2015).

Increasing engagement of employees should be paramount of project managers and organization leaders. Employee engagement can increase the project performance and the project manager plays an important role in it says Woods, J. M. (2015). For example, research has shown that engagement increases task performance, attitudes toward customers, and the level of efficacy held by a team (Torrente, Salanova, Llorens, & Schaufeli, 2012). Research has also shown that engaged employees display higher levels of job satisfaction, more commitment to the organization, and a less intention to leave the organization (Saks, 2006)

It is also discovered that there are different types of engagements levels in an organization. Personal engagement is seen when individuals are cognitively, emotionally, and physically participating in their role at work (Kahn, 1990). Engagement at work is a state of mind expressed in specific behaviors that are influenced by an individual’s personality and outlook on life (Macey & Schneider, 2008). The engagement was first articulated in the 1990s as an extension of job attachment theory to include the relationship between an individual’s perception of themselves and their job (Kahn, 1990). More recent conceptualizations of engagement attempt to separate components of engagement into an individual psychological state, observable performance-related behaviors, a combination of these factors (Macey & Schneider, 2008), and to distinguish work engagement from the similar construct of burnout (Schaufeli, Martínez, Pinto, Salanova, & Bakker, 2002; Schaufeli, Taris, & van Rhenen, 2008).

Employee engagement is a state of mind held by team members that include thinking about the work and being absorbed in the work being done (Saks, 2006). Engagement in this context has been characterized by an individual’s level of vigor, dedication, and absorption (Schaufeli et al., 2002).

Engagement is also an opposite to burnout in employees (Maslach & Goldberg, 1998; Schaufeli et al., 2002). Burnout is a phenomenon at work where individuals are exhausted, cynical of their workplace, and ineffective at work (Maslach, Schaufeli, & Leiter, 2001). When individuals feel burnout, development of interpersonal conflicts and stress is only natural which causes both job performance and health to be affected negatively. Exhaustion is represented by lack of energy, the opposite of vigor; cynicism negates dedication to one’s work, and ineffectiveness does not allow an individual to become absorbed in their work. Schaufeli et al. (2008) suggest that burnout and engagement are distinct and opposite aspects of overall employee well-being at work, with exhaustion in contrast to vigor and cynicism in contrast to dedication. Thus, when a project manager or leader supports employee engagement, she is also decreasing the chances of employee burnout.

The engagement has also been defined as a team-level construct (Costa, 2014; Fearon, McLaughlin, & Morris, 2013). At the team level, work-related well-being is shared among team members and develops over time with repeated interactions among team members (Costa, 2014). Teamwork engagement is built from a sense of collective efficacy, arising from a shared belief in the team’s value to the organization and capability to perform effectively (Fearon et al., 2013). Teamwork engagement also influences individual work engagement (Tims et al., 2013), thus a manager who focuses on building team collective efficacy and engagement will also influence the work engagement of individual team members.

At the team level, high levels of teamwork engagement lead to high levels of team performance (Tims et al., 2013; Torrente et al., 2012). When teams held a high level of engagement (vigor, dedication, and absorption) in their work, this led to higher levels of both task-related and relationship-oriented performance (Torrente et al., 2012).

Woods, J. M. (2015) concludes that Employee Engagement can occur only if there is an agreement among the team members about the team’s work and goals. Project managers can rise up and maintain a high level of team engagements in the following ways.

1. Be a role model of the work engagement by showing a high level of energy, focus, and commitment to the achievement thereby inspiring the team. Role modeling has been shown to be a crucial leader behavior to foster desired performance in individuals and teams (Cartwright & Holmes, 2006)
2. Provide social and structural resources for the team by removing obstacles to the goals and creating an environment of safety and security.
3. Provide challenging assignments to the team. People who enjoy working on challenging assignments are more likely to be engaged in a workplace that offers challenging work. Thus, as a team leader, it is important to satisfy the need for challenging work by offering opportunities for skill development and capacity strengthening.
4. Allow the team to share in the process of designing work and plans to achieve team goals. Job crafting is an important aspect of work that contributes to higher levels of work engagement and includes the individual or team’s ability to acquire and use structural job resources (autonomy), develop social job resources, increase challenging job demands, and decrease job demands that hinder the team’s performance (Tims et al., 2013). When team members get to define the work process and develop tools to complete it, they are more invested and committed to the team and its goals which lead to high focus and goals.
5. Remove obstacles that are hindering team success such as unclear requirements, clearing up dependencies on tasks.

CONCLUSION

As it is evident from the research above that there are more than one issues which pose a challenge in the mining sector. These can be summed up in the following points:

1. Challenges in working environment/hazards of Mining industry
2. Lack of Organizational Agility, and the presence of inhibiting factors such as mindset of masculinity in mining
3. Job Stress and Strain eventually leading to accidents
4. Lack/inadequacy of safety and health programs in mining work
5. Lack of employee engagement in an organization
6. Ignorance of Project managers about employee engagement and how it proves to be a catalyst in the project success.

Each of the above points is of utmost importance for the project success. Mining industry prefers a projectized organizational structure which demands the tradespeople to work in a highly adaptive and agile environment with daily challenges coming their way almost daily.

Challenges in the working environment should be dealt with complying with the latest health and safety regulations which, if not followed will lead to accidents and hefty fines severely impacting the project’s budget and reserves. The project should take advantage of the Cost analysis tools, Risk management tools, and Quality control metrics to improve the organizational agility, controlling defects and making operations more efficient.

The ultimate goal of the Mining program should be complete elimination of mining occupational disease and accident. This program should go extra lengths in interacting with numerous researchers, regulators and other stakeholders to establish successful and mutually beneficial relationships. The Mining Program should accelerate the development of engineering controls aimed at meeting MSHA personal exposure limits for mining-related hazards.

Mining companies should also make sure that they are abreast with the latest safety and technical updates to keep their organization updated with the latest safety regulations and avoid any accidents in the future. It will also enable them to implement the latest technology in their field which will enable their workers to avoid any exposure to hazardous environment.

As discussed in the last section, employee engagement is one mechanism that project managers need to leverage for greater project performance. It not only leads to higher job satisfaction but also lower levels of burnout. When team members are energetic, dedicated and absorbed in their work, they will be more productive, and their teams will be seen by the stakeholders and organization as high-performing and successful.

Factor Analysis Of Employee Engagement Towards Employee Performance

Administrators unequivocally concur that this century requests more effectiveness and profitability than some other occasions ever. Organizations are endeavouring to expand their presentation. Administrators have been thinking about numerous difficulties to succeed putting their organization in front of contenders. To enable directors to oversee, various researchers, specialists and experts have been contributing their part demonstrating the most ideal ways they believe are helpful to supervisors. Among those proposed systems, ideas like Total Quality Management (TQM) and Business Process Reengineering (BPR) earned acknowledgment from numerous creators in the second 50% of twentieth century and were discovered useful in expanding authoritative execution by concentrating on operational and process upgrades. They were/all the while being utilized as apparatuses for the board in their push to design, execute and control of the ideal changes in the operational quality. On account of innovation, these days business organizations are utilizing propelled procedures of activity.

As complexity of advancements keeps on developing, they present more difficulties for chiefs since associations should require progressively number of workers with expanded specialized and proficient aptitudes. These information labourers cannot be dealt with old styles of extremist administration. They anticipate operational self-rule, work fulfilment and status. It is a result of these realities that consideration of supervisors is moving towards representatives’ side of associations. Supervisors’ eye is on the best way to keep representatives occupied with their activity. Managers presently understand that by concentrating on worker commitment, they can make increasingly proficient and gainful workforce. Any activities of progress which are taken by the board cannot be productive without wilful inclusion and commitment of workers.

Employee Engagement as an idea is tremendous. This article constrains itself to talk about just the essential ideas on representative commitment dependent on on-going literary works. It has four noteworthy parts. Right off the bat, the article investigates the advancement of the idea, its definition and how it is not the same as the prior ideas, for example, Commitment, Organizational Citizenship Behaviour (OCB) and occupation fulfilment. Besides, the article talks about the variables or drivers prompting commitment. Thirdly, it subtleties the effect of representative commitment on authoritative exhibition markers or business results, for example, gainfulness, consumer loyalty, organization development, profitability and others bringing up its advantages and significance to associations. At long last, the article recommends procedures the organizations should take up to keep workers occupied with their occupations.

Literature Review

Employee engagement has created a lot of consideration among numerous human asset experts, business people and scholarly scientists over the globe (Baldev and Anupama, 2010). It has been characterized in various ways by scholarly scientists and professionals both. As the idea of worker commitment has developed in ubiquity, it has experienced huge advancements in definition, estimation and conceptualization. Is that as it may, explore in the scholarly network have falled behind (Macey and Schneider, 2008). One of the difficulties of characterizing the term commitment is the absence of an all-inclusive meaning of this idea since commitment is a generally new term. Various journalists characterize ‘worker commitment’ in various way. Kahn (1990) was the primary scholarly scientist to utilize term ‘representative commitment’ and characterize that it is level of duty and association of the workers towards their association and its worth. As per Mortimer (as referred to in CIPD, 2009) ‘representative commitment’ is a blend of pledge to the association and its qualities in addition to an eagerness to support their partners.

Swarnalatha and Sureshkrishna, (2013) state that employee engagement is the degree to which representatives think, feel and act in manners that speak to large amounts of association to their association. Connected with representatives are inspired to add as far as anyone is concerned, aptitudes and capacities to enable their association to succeed. Cattermole and Johnson, (2014) have characterized that ‘representative commitment is a work environment approach intended to guarantee that workers are focused on their association’s objectives and qualities, inspired to add to hierarchical achievement and can upgrade their own feeling of prosperity.’ According to Chandhok and Bhavet, (2014) commitment is about energy, responsibility and the eagerness to give oneself and extend one’s optional endeavors to contribute towards accomplishing the objectives and destinations of the association all in all.

Rasheed, Khan, and Ramzan (2013) have featured that associations ought to give their workers increasingly fiscal and non-money related impetuses with the goal that representative commitment level turns out to be high. Thomas (2009) has clarified that inherent prizes are moderately sound and feasible wellspring of inspiration for the representatives of the association. The laborer with abnormal state of remunerations experience increasingly positive inclination and less negative ones at work and plays a successful commitment in the representative commitment. As indicated by Business to Business International there are different components which connect with the workers, for example, chance to express their perspectives, what occurs inside the association ought to be educated among the representatives. While Lupfer (2012) has talked about that commitment can shift every now and then relying on various factors, for example, representative job, association, singular fulfillment and individual bliss. Rajan (2012) has clarified that the administrators of the association assume significant job in commitment and maintenance of the workers. The propelling elements for the worker maintenance and commitment are remuneration, estimation of the representatives, positive hierarchical culture.

Need and Significance of Employee Engagement

An association’s ability to oversee worker commitment is firmly identified with its capacity to accomplish elite levels and unrivalled business results. A portion of the benefits of Engaged representatives are:

• Engaged workers will remain with the organization, be a promoter of the organization and its items and administrations, and add to primary concern business achievement. They will typically perform better and are increasingly propelled. There is a noteworthy connection between worker commitment and productivity.
• They structure a passionate association with the organization. This effects their mentality towards the organization’s customers, and in this manner improves consumer loyalty and Service levels.
• It assembles enthusiasm, duty and arrangement with the association’s procedures and objectives and Increases employees‟ trust in the organization.
• Makes a feeling of devotion in an aggressive situation to give a high-vitality working condition which Boosts business development which Makes the representatives compelling brand representatives for the organization.

A profoundly connected representative will reliably convey past expectations. Thus worker commitment is basic to any association that looks to hold esteemed representatives. The Watson Wyatt counselling organizations has been demonstrated that there is a natural connection between worker commitment, client steadfastness, and benefit capacity. As Organizations globalize and become increasingly reliant on innovation in a virtual workplace, there is a more noteworthy need to associate and draw in with representatives to furnish them with an authoritative character.

Objective of the Study

The main objective of the study understands the factors influencing employee engagement towards employee performance. Apart from the main objective the following are the objectives of the study.

• To understand and analyse the need of employee engagement.
• To study the factors affecting employee engagement.
• To identify the impact of employee engagement drivers towards employee performance

Drivers of Employee Engagement

Many researches have tried to identify factors leading to employee engagement and developed models to draw implications for managers. Their diagnosis aims to determine the drivers that will increase employee engagement level.

As indicated by Penna research report (2007) which means at work can possibly be important method for bringing managers and representatives closer together to the advantage of both where workers experience a feeling of network, the space to act naturally and the chance to make a commitment, they discover meaning. Representatives need to work in the associations in which they discover significance at work. Penna (2007) specialists have additionally thought of another model they called ‘Chain of command of commitment’ which takes after Maslow’s need pecking order model. In the reality there are essential needs of pay and advantages. When a representative fulfilled these requirements, at that point the worker looks to improvement openings, the likelihood for advancement and after that administration style will be acquainted with the blend in the model. At long last, when all the above referred to lower level goals have been fulfilled the worker looks to an arrangement of significant worth importance, which is shown by a genuine feeling of association, a typical reason and a mutual feeling of significance at work. The Blessing White (2006) contemplate has discovered that just about two thirds (60%) of the overviewed representatives need more chances to develop forward to stay fulfilled in their employments. Solid administrator worker relationship is a pivotal fixing in the representative commitment and maintenance recipe. Improvement Dimensions International (DDI, 2005) states that a chief must complete five things to make an exceedingly drew in workforce. They are:

• Align efforts with strategy
• Empower
• Promote and encourage teamwork and collaboration
• Help people grow and develop
• Provide support and recognition where appropriate

The Towers Perrin Talent Report (2003) recognizes the main ten work spot qualities which will bring about representative commitment. The main three among the ten drivers recorded by Perrin are: Senior administration’s enthusiasm for representatives’ prosperity, Challenging work and Decision making specialist.

Subsequent to studying 10,000 NHS representatives in Great Britain, Institute of Employment Studies (Robinson et al., 2004) points out that the key driver of worker commitment is a feeling of inclination esteemed and included, which has the segments, for example, association in basic leadership, the degree to which workers feel ready to voice their thoughts, the open doors representatives need to build up their occupations and the degree to which the association is worried for representatives’ wellbeing and prosperity.

CIPD (2006) based on its study of 2000 representatives from crosswise over Great Britain shows that correspondence is the top need to lead workers to commitment. The report singles out having the chance to bolster their perspectives and sentiments upwards as the most significant driver of individuals’ commitment. The report likewise recognizes the significance of being kept educated about what is happening in the association.

The most established counselling association in directing commitment review, Gallup has discovered that the chief is the way to a connected with work power. James Clifton, CEO of Gallup association shows that representatives who have dear kinships at work are increasingly drawn in laborers (Clifton, 2008). Vance (2006) clarifies the way that representative commitment is inseparably connected with boss practices. To reveal insight into the manners by which boss practices influence work execution and commitment, he displays an occupation execution model. As indicated by him, Employee commitment is the result of individual properties, for example, learning, aptitudes, capacities, demeanour, dispositions and character, authoritative setting which incorporates administration, physical setting and social setting and HR rehearses that legitimately influence the individual, procedure and setting parts of occupation execution.

Most drivers that are found to prompt representative commitment are non-budgetary in their tendency. Along these lines, any association who has submitted initiative can accomplish the ideal degree of commitment with less expense of doing it. This does not imply that administrators ought to disregard the money related part of their workers. Truth be told, execution ought to be connected with remuneration. In any case, this is just to rehash the well-known axiom of Human Relations Movement which goes ‘as social being, human asset isn’t inspired by cash alone.’ As Buckingham and Coffman (2005) stated, pay and advantages are similarly imperative to each representative, positive or negative. An organization’s compensation ought to at any rate be practically identical to the market normal. Nonetheless, putting up pay and advantages bundle up for sale to the public levels, which is a reasonable initial step, won’t take an organization exceptionally far-they resemble tickets to the ballpark, – they can get the organization into the game, however can’t resist win.

Employee Engagement Strategies

So far we have discussed the drivers to employee engagement, the factors that affect it and importance of employee engagement explaining how it is linked to business performance. Now, at this stage any inquisitive reader may ask a question: So what? Employee engagement strategies listed below answer this question. In order to have engaged employees in any organization, managers need to look at the following ten points.

1. Initiative: Most associations do have clear new ability securing methodologies. Be that as it may, they need representative maintenance systems. Viable enlistment and direction projects are the main structure squares to be laid on the primary day of the new representative. Supervisors ought to be cautious in pooling out the potential ability of the new representative through powerful enrollment. The recently enlisted worker ought to be given both general direction which is identified with the organization mission, vision, qualities, arrangements and methods and occupation explicit direction, for example, his/her activity obligations, and duties, objectives and current needs of the division to which the representative has a place all together with empower him/her to create practical employment desires and decrease job strife that may emerge later on. After the procuring choice is made, the administrator needs to guarantee job ability fit when setting a representative in a specific position and apply every administrative exertion expected to hold that ability in the association.
2. Top down Approach: Employee commitment requires initiative responsibility through building up clear mission, vision and qualities. Except if the general population at the top put stock in it, possess it, pass it down to chiefs and workers, and upgrade their authority, representative commitment will never be something beyond a ‘corporate craze’ or ‘another HR thing’. Worker commitment does not require lip-administration rather committed heart and activity arranged administration from top administration. It requires ‘Driving by Being model’
3. Improve worker commitment through two-way correspondence: Managers ought to advance two-way correspondence. Workers are not sets of pots to which you spill out your thoughts without allowing them to have a state on issues that issue to their activity and life. Clear and predictable correspondence of what is anticipated from them makes ready for connected workforce. Include your kin and consistently show regard to their info. Offer power with your representatives through participative basic leadership so they would feel feeling of belongingness in this way expanding their commitment in acknowledging it.
4. Give satisfactory open doors for improvement and headway: Encourage autonomous thoroughly considering giving them more occupation self-rule so workers will get an opportunity to make their very own opportunity of picking their very own most ideal method for carrying out their responsibility insofar as they are delivering the normal outcome. Oversee through outcomes instead of attempting to deal with every one of the procedures by which that outcome is accomplished.
5. Guarantee that workers have all that they have to carry out their responsibilities: Managers are relied upon to ensure that representatives have every one of the assets, for example, physical or material, budgetary and data assets so as to successfully carry out their responsibility.
6. Give workers suitable preparing: Help representatives update themselves expanding their insight and abilities through giving proper trainings. For the most part it is comprehended that when representatives become more acquainted with increasingly about their activity, their certainty increments there by having the option to work absent much supervision from their prompt directors which thusly constructs their self-viability and responsibility.
7. Have solid input framework: Companies ought to build up a presentation the executives framework which considers directors and workers responsible for the degree of commitment they have appeared. Directing ordinary review of worker commitment level helps make out variables that make representatives locked in. In the wake of concluding the overview, it is fitting to decide every one of the variables that driving commitment in the association, at that point restricted down the rundown of components to concentrate on a few zones. It is significant that associations start with a fixation on the elements that will have the most effect to the workers and put vitality around improving these territories as it might be hard to address all variables immediately. Supervisors ought to be behind such study results and create activity arranged plans that are explicit, quantifiable, and responsible and time-bound.
8. Impetuses have a section to play: Managers should work out both money related and non-budgetary advantages for representatives who show greater commitment in their employments. A few administration speculations have shown that when representatives get more pay, acknowledgment and recognition, they will in general apply more exertion into their activity. There ought to be a reasonable connection among execution and motivating forces given to the employees.
9. Building a particular corporate culture: Companies ought to advance a solid work culture in which the objectives and estimations of directors are adjusted over all work segments. Organizations that construct a culture of common regard by keeping examples of overcoming adversity alive won’t just keep their current representatives connected yet in addition they submerse the new approaching representatives with this infectious soul of work culture.
10. Concentrate on top-performing representatives: An investigation directed by Watson Wyatt Worldwide in 2004/05 on HR practices of 50 enormous USA firms demonstrates that high-performing associations are concentrating on drawing in their top-performing workers. As indicated by the finding of a similar research, what high-performing firms are doing is the thing that top-performing representatives are requesting and this lessens the turnover of high-performing workers and therefore prompts top business execution.

Employee Engagement and Employee Performance Relationship

On-going examinations over a scope of areas have discovered different execution based results of commitment. Bakker et al (2004) found that commitment was connected to both in-job and extra-job execution in a multi-area Dutch example, a finding duplicated by Schaufeli et al (2006); Halbesleben and Wheeler (2008) discovered comparable outcomes for in-job execution and turnover expectations in a multi-division US test. A meta-examination of almost 8,000 specialty units in 36 organizations found that commitment was likewise connected to specialty unit execution (Harter et al 2002), and connections have additionally been found with customer fulfilment in administration settings (Salanova et al 2005). Numerous different investigations have discovered connections among commitment and execution results; for a survey, see Bakker et al (2008). Gallup shows that more elevated amounts of commitment are firmly identified with larger amounts of development. Fifty-nine per cent of connected workers state that their activity draws out their most inventive thoughts against just three per cent of withdrew representatives. This finding was resounded in research for the Chartered Management Institute in 2007 which found noteworthy affiliation and impact between worker commitment and development. In light of review discoveries from roughly 1,500 chiefs all through the UK, where respondents recognized the predominant administration style of their association as creative, 92 per cent of supervisors felt pleased to work there.

Linkage of Employee Engagement and Employee Performance

Critical consideration has been given to linkage of worker commitment to monetary aftereffects of associations. A few examinations see that worker commitment at first outcomes in more prominent representative execution, which further prompts upgraded hierarchical execution, as far as (Tower Perrin, 2006; Gallup, 2006). An examination by Robertson-Smith and Markwick (2009) points out that commitment gives representatives a chance to put themselves in their work and furthermore makes a feeling of self-viability. Research on the outcomes of worker commitment shows that commitment may bring about positive wellbeing and positive sentiments towards work and association. Gallup (2006) announced improved wellbeing and prosperity in connected workers.

Commitment may prompt care, inborn inspiration, inventiveness, validness, non-guarded correspondence, moral conduct. Hierarchical results of commitment could be client unwaveringness, representative maintenance, worker profitability, backing of the association, business achievement (Robertson-Smith and Markwick, 2009). Harter et al (2002) in their meta investigation of 7,393 specialty units, covering 3 organizations found that there exists a connection between worker commitment, consumer loyalty, profitability, benefit and representative turnover, which at last, would prompt improved probability of business achievement.

IMPACT OF EMPLOYEE ENGAGEMENT ON THE PERFORMANCE OF EMPLOYEES

• Employee engagement builds enthusiasm and commitment towards organization.
• Attracts more people who are ready to work hard and show their capacity towards the success of organization.
• Creates a sense of loyalty towards the organization.
• Lowers attrition rate because of proper employee engagement,
• Increases productivity and improves morale towards the system.
• Provides a high-energy working environment to achieve the goals of the organization.
• Improves overall organizational effectiveness and improve work culture.
• Makes the employees effective brand ambassadors for the company in all means.

CONCLUSION

Organizations need to give their representatives the opportunity to make their work energizing and a situation having an en-gaged work life .With increment in duties at home and a craving to exceed expectations in their professions, workers regularly get occupied from their work which should be dealt with .Employees are the advantages of the association and on the off chance that they are not given a space whereby they can make an ideal mix of both work, fun, ideal execution from them might be troublesome. Representative commitments underline the significance of worker correspondence on the achievement of a business. An association ought to understand the significance of representatives, more than some other variable, as the most dominant supporter of an association’s aggressive position .Organizations and workers share an advantageous connection, where both are subject to one another to fulfil their needs and objective. In this manner; worker commitment ought not be an onetime exercise, however a constant procedure of learning, improvement and activity. In the long run, estimating representative commitment does not improve commitment or client reaction. It is an activity authored to distinguish representative commitment with work and trust in the organization prompting activity plans for framing a genuinely connected with workforce that makes inside worth, guarantees associations of business security and in actuality, positions associations for constant advancement and achievement. Along these lines, associations today are effectively anticipating eagerly with and continue for the benefit of their workers’ desires and performance.

Level Of Capability And Level Of Effectiveness Of Employee Engagement In Relation To Employee Enthusiasm

The consequences of the level of capability and level of effectiveness of employee enthusiasm of worker engagement. With respect to the level of capability, it shows that all signs are discreetly acceptable on current situation, worker acknowledgment open pass out on information, reasonable compensation and striking reward. The uppermost mean is on the sign on eye-catching reimbursement. It indicates that the association is rationally providing an eye-catching reimbursement and advantage to the staffs. Henceforth, the worker is already emphasized to work when he or she is receiving a decent and equitable pay. While, the lowermost mean is on rational compensation. It specified that the worker incentive system is not yet in habitation, reasonable and adequate. It has still to be enhanced. The study on the worker engagement is discreetly active on all the signs excluding on current atmosphere and reasonable compensation. The uppermost sign on efficiency is on striking reimbursement. It means that the when the organization delivers the staffs an eye-catching reimbursement, they are encouraged to become productive and performance efficient.

A hard wage earner, a crew player, an involved employee

A hard operative is not one who reasons that it is just a occupation and does plenty to keep it even though complaining about what is partial or not accurate at work. They are the individual who are entirely occupied and passionate about their effort and earnings confident action to further the company’s status and benefits.

A crew performer works absolutely organized with the rest of their contemporaries to get the work done with the finest method possible. The more appointment a member has with his/her business, the more determination they put forward. An involved employee lead to improved business results and at the same time can improve their individual wisdom of well-being.

“When an employee obliges, the organization participates with them and both the employee and business outshine.”

In Summary,

Irrespective of your chosen description of employee engagement, it all drives back to thoughtful your employees and providing for them. Knowing whether employees are engaged or detached is only the primary stage. Administration can consider how to engage employees in direction to be able to encourage a confident business values.

Respectable companies also need to be clever to recognize what motivates employees and act on the outcomes to have the excessive influence on increasing engagement.

Executives have a direct outcome on employees’ inspiration and engagement. While an engaged employee is passionate around their job and is eager to subsidize, an employee who isn’t engaged is unenthusiastic and sterile.

As per to Gallup, in 2016, 33% of U.S. employees were engaged. Utmost were not – and hadn’t stood for a while.

Companies observing to growth presentation and improvement their lowest line should concentrate on engaging, inspiring and subsidiary their staffs. As Yahoo CEO Marissa Mayer declares, “It’s about the people, getting the best people, retaining them, nurturing a creative environment and helping to find a way to innovate.”

Objective as you cherish your spectators to translate them into trustworthy clients, so too must you cultivate your employees. Later all, they might become your chief brand supporters. An engaged labour force is life-threatening to the achievement of your business. Engaged employees are thrilled to come to slog and constantly put their finest foot advancing, which in turn deciphers to high construction and enlarged success for your company.

But if you’d moderately branch to the position quo and squeeze employee engagement from the flinch, then this controller is for you. Now are some do’s and don’ts that immoral executives regularly track to a T – and some guidelines on how you can alter course to begin improved engaging your employees currently.

Don’t Heed to Employees

Decent executives are lively spectators who are observant, ask questions, stay on topic, and don’t intrude. Immoral executives don’t do at all those possessions, and are more appropriate to want to receive themselves express than attend to what their employees are saying. Or, they may basically tune out while employees are trying to make their speeches perceived.

On the other hand, attending to employees and compensating devotion to their thoughts varieties them trust your attention around them and what they deliberate. Engaged employees texture like their voices are perceived and that what they say staples.

“Once individuals are financially participated, they want a return,” articulates headship expert Simon Sinek. “When people are passionately invested, they want to subsidize.” Virtuous supervisors permit their employees to subsidize. This might be by questioning their thoughts up forward-facing or setting up an employee recommendation program.

In addition, guaranteeing they recurrently interconnect with employees, good executives also make certain that their statement is advantageous. This means constructing a solid affiliation with employees and generating an atmosphere where they feel contented conversing with you.

Do Avoid Interacting Frequently

The best way to become a bad correspondent is to avoid it. Good announcement is finest completed in individual, so immoral managers incline to plan isolated conferences or refer emails as an alternative. Pay attention to nonverbal philological, too: upright with your arms overlapped or your feet piercing towards the door can both be apparent as undesirable and indication that you aren’t attentive in interactive.

“The best executives make an intensive determination to get to recognize their employees and support them feel relaxed speaking about any subject, whether it is work related or not,” says Jim Harter, Ph.D., principal scientist of workplace management and well-being for Gallup.

Managers who need to see them supervises flourish set up consistent consultations with them to deliberate their goals, development, apprehensions and more. This permits employees to feel better associated to their manager and, in turn, their establishment.

Don’t Recognize Employees

Employees want to feel like identical, they are respected by the company they slog for. That way, they feel interested to do their superlative work. By distinguishing and gratifying employees for their exertions, executives can guarantee they remember their best employees.

Bad administrators flop to identify employees once they’ve completed a good job. This generates an undesirable atmosphere for the employee and reasons them to develop discontented and fruitless.

Good administrators identify their employees in a multiplicity of ways. This might be a humble thank you, a superior memo or calling the employee out publicly. Executives may even indicate to take possessions a phase further and prize the operative with a gift or dine or set up an advanced employee acknowledgement program.

Do Micromanage

If your famine to be a wicked manager, micromanagement is one of the upper skills to study.

Micromanagement origins employees to texture strained and unenthusiastic. Nobody adores someone else influence them in what way to do their work, abundant, a reduced amount of doing it for them. Managers who micromanage are in danger of losing their employees’ trust and risk having them quit.

Good managers know their employees don’t need their hands held every step of the way. Instead, they support them in their duties and ensure they have everything they need, but they also pace back and permit them to complete the job at hand. They effort with the employee, but they don’t go beyond.

Don’t Offer Development Opportunities

If employees don’t get a forthcoming at your business, they won’t be driven to do their finest exertion. When they do their finest work, they need to be documented and satisfied, with the capability to transfer up the company hierarchy.

Look at Chipotle, for illustration. They take one of the contented company principles available there. Why? Because they have a solid concentration on employee engagement – unambiguously, on employee progress. They encourage from in the interior, and have confidence in that their existing employees make the best executives.

To help employees cultivate within the establishment, executives should set up steady presentation assessments. While you undoubtedly by now have roughly type of company-mandated database set up, take it a phase further. Don’t make presentation analyses simply a annual manifestation. Instead, set up systematic gatherings to deliberate your employees’ goal line, development and presentation.

Good executives are counsellors to their employees, serving them accomplish their goals and initiative achievement. They control their employees on their occupation voyage and safeguard they are undertaking the finest work they can. Once employees feel involved, it is a replication on you as an executive, and underwrites to the complete achievement of your business.

Constructing Employee Engagement Application to the Head, Heart and Hands

Your part as an executive in appointment is to arrest the unrestricted determination of employees by undertaking all that you can to formulate workforces to be effective. A useful representation that can control your activities as an executive must do with the anticipated conclusion, specified in terms of head-heart-hands. In all your communications with your straight intelligences, pursue to help them be completely involved:

• HEAD — “I am mentally engaged in the work”
• HEART — I am emotionally engaged in the work”
• HANDS — “I am engaged in doing the work”

Catalyse Daily Development and Eliminate Barriers

HBS Professor Teresa Amiable trusts that our highest promoter on the job is the aptitude to make everyday development on significant effort, which she has measured The Progress Principle.2 In her article, co-written with Steven Kramer, The Power of Small Wins, Professor Amiable deliberates the character that administrator’s performance in providing the possessions and situation for day-to-day advancing development. As a supervisor, you can assistance by eradicating barriers to advancement when conceivable as well as by providing goal line, possessions, and sustenance to squad associates to catalyse their improvement.

Equated to other presentation administration actions, your capability to conventional representative presentation opportunities has the extreme influence on employee engagement. To successfully set accurate presentation opportunities, you can have goal situation deliberations presently after presentation assessments and once your straight intelligences alternate from one development to the following. Here are about queries that can help you contemplate finished the procedure of situation employee presentation opportunities:

• Are the goals appropriate to the business?
• Is the possibility of the goals suitable?
• Are there too insufficient or too many goal lines?
• Are the goals synchronized with others’ goals?
• Are the goals results-based and assessable?

Download this CLC Resource*: Key Manager Questions for Impartial Setting and Goal Announcement

Share this related sequence for employees: Dealing Up

1. Corporate Leadership Council, Best Practices to Engage Employees, 2009.
2. The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, by Teresa Amiable and Steven Kramer, HBR Press, 2011.

Engaging Conversations

Variety Networks to the Organization

By illumination of the construction among employees’ specific occupations and the organization, you can importantly increase employee consummation with their day-to-day work. An investigation of concluded 300 changed ways to encourage employees originate that this is the finest way to intensify the struggle they put into their effort. To attach your employees’ exertion to the association, you have constant discussions with employees all over the year. Three life-threatening fragments of evidence to interconnect to personnel through these discussions consist of:

• “Who We Are” — The administration’s goals and approach, how the association activates, and what senior management faiths to accomplish.
• “Why We Exist” — The administration’s assignment and apparition and why the organization’s approach and goals staple.
• “How You Help Us Succeed” — How the employee’s part helps accomplish the assignment for which the society exists.

Segment this linked sequence for workforces: What Determines You?

Give Response and Ask for Feedback

As a manager, part of your role is to deliver steady feedback to your employees. There are numerous prospects to offer feedback to your shortest reports deprived of taking important quantities of period missing from your other happenings. Reminisce to ask your employees for feedback as well.

One helpful formulary for providing response is the Behaviour desirable Impression model (plus Alternative Positive Behaviour in cases of constructive criticism); affirming the behaviour, its influence, and conceivable alternatives helps to guarantee that the feedback is stranded in observation and comprises definite recommendations for enhancement. The more you prepare using this formula, the more it will sense accepted to you when giving feedback.

Download this CLC Resource*: Identify Opportunities to Provide Informal Feedback Share this related course for employees: Manufacture the Most of Feedback

Be a Training Manager

Maximum workforces need to make an alteration in the workroom and to consume a speech, a say in how the effort is done. As a manager, you act as a coach to your employees to bring out their best while emerging their services. The GROW Model is a modest agenda for organizing training discussions. You can benefit your employees to create a goal, scrutinize the present authenticity, discover choices, and resolve what they will do.

Joseph Weintraub3 defines this type of training as “an ongoing dialogue with the goal of increasing learning and improving one’s ability to perform effectively now and in the future”. This method uses flexible interrogative collective with appearing to chief employees to contemplate about conditions differently and to be open to innovative ways of substitute all with the resolved of fetch out their best.

Profession Connections Recognize Fortes

Acknowledging presentation strengths in official assessments has one of the highest effects on employee concert. Directors can progress operative performance by up to 36% this technique, because they are officially strengthening performance-enhancing behaviour.

It is also serious to comprise the correct type of progress productive feedback in recognized presentation assessments. So, while highlighting employee strong point, accompaniment this with productive feedback that workforces can retort to and act on finished targeted, detailed management.

Download this CLC Resource*: 10 Keys to Transporting Performance Reviews Share this related Lynda.com progression for employees: Noticing Your Strengths

Recompense Performance

Non-cash rewards, (e.g., a civic acknowledgement or a low-cost perquisite) can inspire employees as much as money bonuses in some cases. For non-cash rewards to successfully intensification operative determination, follow these three steps:

• Thank the Employee — Prompt your gratitude; it is key to identify and increase in value your employees.
• Define What the Employee Did — Certify the employee comprehends why they are being documented so that they are more likely to replicate the behaviour in the future.
• Enlighten How the Employee’s Deed Added Value — Designate how the employee’s deed helped you, the crew, or the association.

Provide Expansion Opportunities

Viewing employees that you are completely dedicated to serving them by development of their occupations necessitates a dedicated effort. This is best completed by serving employees create progress strategies that are attainable and shape their skills for upcoming positions. Reachable plans emphasis on on-the-job expansion activities. Below are six diverse types of on-the-job development opportunities you can discuss in expansion discussions:

• Access to Finest Practice — E.g., enquiring a co-worker, employed with a familiar expert
• Scope Enlargement — E.g., swelling amount of responsibilities, filling in for a manager provisionally
• Modification and Misfortune — E.g., working in a situation with speedily changing circumstances, management a calamity at work
• Challenging Relationships — E.g., working with people with inconsistent and challenging views, employed with individuals from other commercial components, purposes, or positions
• Encouragement and Coaching — E.g., influence senior managers to take a problematic action, training co-workers how to do a constituent of their jobs
• Making Tough Decisions — E.g., deciding with probable risk, making a conclusion external area of proficiency

Download this CLC Resource*: Drive Engagement by Assessing Progress Against Development Goals Share this related course for employees: Is Your Career on Track?

Acceptance Change and Innovation

Be Comprehensive and Forthcoming about Variation

It is much relaxed to keep persons affecting through changeover and to accomplish modification if influential can designate evidently the voyage people are on. Employees need to be conscious of the better resolution and depiction and comprised on the greater plan, so strong announcement of the “four Ps” is critical to employee engagement4:

• Purpose — Why are we doing this? What is the delinquent this will address? What are we trying to achieve? If people have a strong sense of determination, they can tolerate more misunderstanding than they could else.
• Picture — What is the consequence going to be like? How is it profitable to work and what is it going to feel like? Giving individuals a intense picture of what you are trying to create is the vision needed to keep them going. Without it, the destination is unclear.
• Plan — Individuals need to know the route to getting to the terminus or they will not have sureness that the organization can get there. A step by step plan helps people keep confident (they know the means to the end).
• Part — You must give people a expressive role to play. Their obligation to making the change work be contingent on how much they feel they are part of the change.

Be Open to Ideas and Encourage Innovation

Employees feel like they have the most impact on the association when you create a work atmosphere that cheers invention and directness to new ideas. In this work situation, new ideas are not only recommended, but the best ones are vigorously accomplished and executed. For employees to advise valuable and possible ideas, you can share your sympathetic of commercial challenges before they begin suggesting ideas. Encourage them to do the following four activities to better solve business challenges:

• Clearly eloquent the problem
• Identify the drawback’s root origins
• Define success
• Understand conservative explanations and their boundaries

Features of IBM’s Workplace Management

The International Business Machines Corporation (IBM) is an American multinational technology and consulting corporation, with headquarters in Armonk, New York, United States. IBM manufactures and markets computer hardware and software, and offers infrastructure, hosting and consulting services in areas ranging from mainframe computers to nanotechnology.

In IBM employees typically undergo intensive training to ensure that they fulfill their roles and duties according to the standards of the organization. In addition, learning, motivation and growth pathways ensure that all IBM staff gain the expertise and skills required to ensure that IBM becomes competitive with its competitors.

In this relation, IBM has also adopted Schulers et al model (Schuler et al., 2008). IBM considers exogenous and endogenous variables when designing global strategic business companies by implementing the business. Industry and national characteristics are exogenous factors, while some of the endogenous factors include international business structure, organizational structure, strategic strategies and experience of international management.

IBM’s strong awareness about its business environment both internally and externally played a key role in ensuring the implementation of productive and successful solutions that made it competitive in the short and long run.

Some years back IBM started to get complain about their onboarding process.This particular process set intial foundation of employee engagement, whem employee joins the organization.

At first, they felt they should only rework their traditional orientation classes. However, when they asked new workers about their ‘fresh and better’ on-board experience, their feedback was a wake-up call. There was a major difference between the perspectives of the IBM HR team (which produced the classes) and the enthusiasm of the employees. The blue chip’s clunky method has not impressed new hires and frustrated them.

Speedy implementation of aI solutions aims to threaten jobs and update current HR services. The AIS solutions are now being developed. Leading companies are searching for IP to help develop individualized employee education systems through applicant discovery.

Technology vendors and consultancies are racing to provide new AI-enhanced talent solutions to support workplace transformation. IBM has deployed products in the cognitive field for years with its Watson solutions. Now IBM’s Global Business Services group has introduced a new set of talent and workplace transformation solutions called the IBM Talent & Transformation service. It’s a new business designed to help companies navigate the coming challenges and opportunities associated with AI and automation. IBM’s offering provides new services, AI tools and related training initiatives. AI can complement employee skills, redefine tasks, and increase productivity, but that requires training, development and new ways of working.

IBM uses artificial intelligence to generate suggestions/advices, starting with employees’ profiles, which include prior and current roles, expected career trajectory, and training programs completed. The company has also created special training for agile environments.it is using, for example, animated simulations built around a series of ‘personas’ to illustrate useful behaviors, such as offering constructive criticism.

IBM is also embracing agile talent practices and are giving a lot thought to how employees experience the workplace and in some aspects, handling them like customers.

But it has required a shift in mindset. Before, we tended to rely on experts to build our HR programs. Now we bring employees into the design process, co-create with them, and iterate over time so that we meet people’s needs.

IBM also relying more heavily on technology to find and track candidates who are well suited to an agile work environment.

To keep things moving, the team focuses on vacancies that have cleared all the hurdles, no requisite get started if debate is still ongoing about the desired attributes of candidates. Openings are ranked, and the team concentrates on the top-priority hires until they are completed. It works on several hires at once so that members can share information about candidates who may fit better in other roles. The team keeps track of its cycle time for filling positions and monitors all open requisitions on a Kanban board to identify bottlenecks and blocked processes.

Employee Engagement and Gamification: Discursive Essay

1. Gamification:

Gamification has been around for many years. Around early 1900s companies offered free gifts with multiple purchases. But gamification gained the name near the start of 2000, around 2010. It’s been a growing part of modern business. In 2013 gamification was described as the “hottest business buzzword” (McCormick, 2013). “It’s not just a buzzword; the gamification market is forecast to be worth $5.5 billion annually by 2018, according to Markets and Markets”. Gamification is used in diverse contexts such as retail, health and wellbeing, education. SAP used games for educating its employees on sustainability, Unilever uses it for training, Hays for hiring recruiters and Khan for online education. Organisations can see the outcomes like performance, employee engagement and retention, according to (Aberdeen, 2013). According to the analysts, gamification will be used in 25 percent of redesigned business processes by 2015 (Burke B. , 2012) will grow to more than a $2.8 billion business by 2016, and will have 70 percent of Global 2000 businesses managing at least one “gamified” application or system by 2014 (Inc, 2011). The main goal of gamification is to increase the user’s engagement by using game like features like scoreboards, personalized fast feedback (Flatla, 2011)making the employees feel more ownership and purpose when engaging with tasks (Pavlus, 2010). Gamification is using game elements in the activities that are supposed to raise motivation, but for that to happen, we need to pay attention to the integration of tasks and exercises within the game design (Luis von Ahn, 2008). It also is a way to socially interact with other participants and they naturally respond in social ways and follow social rules like take turn (Fogg, 2002). Routine activities tend to bore employees hence activities combined with games can motivate people effectively (Chrons, 2011). Gamification is now used in education too. According to Gartner Group, gamification will be a key trend that very CIO, IT planner and enterprise architect must be aware of as it relates to business (Group, 2011). It has already been added to Gartner Hype Cycle for 2011 (Group, 2011).

2. Employee Engagement and Gamification:

Employee engagement helps an organisation gain competitive advantage over others. People is one thing that a competitor cannot replicate and is considered as a treasured asset if they are manage and engaged correctly. As per (Baumruk, 2004)employee engagement is the most powerful aspect to measure a company’s vigour. In 1990 (Kahn W. A.) introduced the concept of employee engagement, giving his definition quoted in the introduction, namely, “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances”. There are 3 psychological conditions for an employee to be engaged: meaningfulness (work elements), safety (social elements, including management style, process, and organisational norms) and availability (individual distractions).

Employee engagement brings forth numerous advantages for the firm. Employee engagement is a tool which could be deployed in the organization so that the talent is appropriately deployed and harnessed effectively. It helps in building employee commitment and helps employees perform better in their roles. It leads to focused efforts and better outcomes. It translates into greater innovation, commitment to organisation, positive energy and higher productivity. It also leads to lower attrition levels and absenteeism. Engaged employees love their jobs, believe their employer, company goals and the manner in which they conduct their business (Smartmanager.com, 2012). They exhibit high levels of passion and creativity and they believe they create value and management.

Different people have different needs and desires and the satisfaction level of the motivational factors keeps changing. Therefore it is a challenge for all the HR professionals today to understand their employees as groups and accordingly incorporate the motivational factors as a set or group of rewards for different groups of employees (Singh, 2012).

Modern generation of workers are more focused on the diverse use of their knowledge, skills, creativity and are looking for freedom and independence at work which makes gamification as relevant as ever. (Kamasheva, 2015)

(Schmidt, 2007) defines employee engagement as employees’ “involvement with, commitment to and satisfaction with work.”Accenture’s quiz based “Path to Success” Facebook app tested the aptitude of the users while keeping them engaged in an interesting gameplay. Participants had to roll the dice to land on a tile and they were faced with a trivia question and rewarded for each correct answer while they climbed up the corporate ladder. This helped the company engage their employees and subsequently build a pipeline of talent with the help of the data collected through this game. (Manchanda, 2014)

In a report by Gallup, it was found that over 70 percent of employees are disengaged. This explains the importance inventing innovative engagement strategies (Bradt, 2013).

Moreover, studies have shown that the millennials represent the least engaged workforce (almost two-thirds) who need to be taken care of in order to thrive in a highly competitive economy (Pyle, 2015).

To engage the disengaged employees’ heads, hearts and hands, organisations must adopt these ten C’s of employee engagement: Connect, Career, Clarity, Convey, Congratulate, Contribute, Control, Collaborate, Credibility and Confidence (Seijts, 2006).

SAP, to motivate and engage its massive salesforce, implemented a gamified application “Roadwarrior” which enables the sales reps to compete against each other in a multiple choice type game to become leaders of their own expertise. (Pyle, 2015)

Statistics show that 43% highly engaged employees receive feedback at least once a week as compared to 18% of employees with low engagement (Lyons, 2017). Thus, constant feedback and recognition is also one of the best ways to engage the disengaged employees. This can be successfully achieved through gamification. Telstra Australia has introduced an embedded social recognition system to radically improve its employee engagement levels. Here, social media and smart boards are used to recognise colleagues through a gaming smart board method which saw an increase in the engagement levels over time.

In 2010, a Colorado restaurant implemented a gamification-based employee program with the goal of motivating waiters and waitresses to increase sales of specific menu items. Participating staff were awarded chances to play online “random-point-yielding games when they sold a fresh-squeezed orange juice or a a4-pack of cinnamon rolls”. Points were redeemable by staff for a branded debit card. One case study estimated that the[restaurant] realized an ROI of 66.2 percent due to an increase in sales of the targeted menu items” (SUCCESS: Improving Sales in a Restaurant Environment, 2017)

Maintaining self-efficacy, identity and a sense of worth and belongingness is of vital importance. In this context, self-managed companies use games like DueProps which gives points and recognition for meeting goals. It is available atDueprops.com for a reasonable price of $29 per month for20 users and is suitable for use in various small and medium-sized organizations or selectively even within larger companies (Specialist, 2014).

Gamification may provide ways to engage employees is ways not previously seen. “Games create an emotionally compelling context for the player and build on nostalgia, curiosity, visual appeal and employees’ interest. They connect with the player emotionally and are an invitation into a world that is to be learned” (CIPD, 2012 a).

Utilizing these concepts within the internal organizational environment may enhance engagement by appealing to the employees’ sense of fun (which can take various forms – e.g. see (Lazzaro, 2004)

A simple example of a game-like tool aimed at getting people to further engage in a concept is the use of the profile completeness tool on LinkedIn. Within an organisational business environment it might be about the application of game elements (e.g. points for cross-departmental project teams) to encourage team-working and collaboration assuming those are key business imperatives. Gamification may aid retention of employees through the encouragement of engagement in activity that the employee considers to be meaningful (at least at that particular time). According to (Burke B., 2014b) the key to sustainable gamification is to architect behaviour change “primarily with intrinsic rewards rather than extrinsic rewards – that we are able to sustain momentum by ensuring that, as people engage in a game, the challenge matches the skill level and we are able to provide people with meaningful incentives”.

From a psychological standpoint, engagement inan experience comprises the energy, involvement,and efficacy felt by the individual in the experience (Maslach, 1997)

Employee engagement entails ‘harnessing’ employees to their jobs through their involvement, satisfaction, and enthusiasm for work (Kahn W., 1990).

Engagement can have impactful implications for managers: it can be positively associated with organizational commitment and organizational citizenship, but also negatively associated with intentions to quit (Saks, 2006).

Moreover, increased employee engagement has been linked to increased customer satisfaction (Harter, 2002), which is why it is not surprising that it is in the interest of managers to improve internal behavioral attributes. However, achieving high employee engagement is not easy.

(Freshdesk.) claims that by gamifying the everyday work of helpdesk employees, who are often demotivated and over-stressed, its program results in reduced response times to customer inquiries and the ability to expand beyond its traditional channels of support by motivating employees to keep on task and perform well at their jobs (Finley, 2012). The Freshdesk solution involves transforming customer inquiries (e.g., telephone questions, comments posted on Twitter and Facebook) into virtual tickets that are then randomly assigned to players (i.e., customer service employees). In this way, Freshdesk inspires a real-time, competitive environment via which players compete to improve their performance. Freshdesk shows that employing gamification mechanics, dynamics, and emotions can increase fun, enthusiasm, and excitement at work in customer support centers.

As call centers are notorious for being stressful work environments (Neidermeyer & Tuten, 2004); (Proper, 1998); (Tuten, 2004), and often rely on a‘ sacrificial HR strategy’ (Wallace, 2000) whereby employees are deliberately and frequently replaced in order to maintain enthusiastic customer support, the successful application of gamification in this context is particularly striking.

Indeed, gamification in this context can lead to increases in job satisfaction and improved employee engagement and performance, and ultimately in superior organizational success. Even when teams compete, individual players are involved in competition or cooperation at the team level while also vying for the lead within their team (Bengtsson, 2000). This competition dynamic is highly desirable for managers and organizations, as it improves the individual, team, and ultimately organizational success.

In addition, collecting points simply for collection’s sake would be unlikely to motivate strivers or slayers. The experience failed to elicit desirable dynamics, such as competition or competition, or emotions such as pride or challenge. Without the appropriate dynamics and emotional responses–—which emerge due to gamification mechanics–—players will ‘bounce’ and seek the same response elsewhere (Tsotsis, 2011).

Ultimately, managers must remember that the root of engagement is establishing a connection between the experience and the people involved in the experience (Zichermann, 2011).

I. [bookmark: _Toc536047508]Limitations

(Werbach, 2012) opined that, gamification builds on psychology from management, marketing and other disciplines, with some added concepts from game design. However, he stated that, just like any other management tool, it can be oversold or abused. It needs to be done thoughtfully to have a good chance of success. Gamification must, therefore, not be implemented in a “shallow way, with all the focus on external rewards” and discounting the underlying activity as stated by (Werbach, 2012). He advises managers to be aware of the limitations of gamification and to keep it within a structured design process. “Well-designed gamification can make employees feel more empowered in their tasks, because it gives them a wide range of feedback and a stronger sense of accomplishment.” According to (Mollick, 2014), gamification is not just about fun. It’s about how the company engage enough employees to ensure that the employees want to stay at work. The authors discovered that giving people a choice of theme gave them a feeling of empowerment that helps them embrace the game. The idea is to make gamification cooperative and not imposed.

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