Employee Engagement

Introduction

Employee engagement is a process by which employees put discretionary effort, and commitment to work. In other words, when employees are engaged, they perform the job in a better way, they keep a positive approach, and they work and collaborate in a team. Therefore, organizations need to improve on employee engagement in that when employees become engaged or when they feel emotionally, cognitively, and physically connected to the organization, they will increase organization productivity. An important point to understand is that employee engagement is not employee satisfaction. The latter means that employees are contented with job, experience, and organization. The former means that employees have passion and commitment and these elements are beyond satisfaction. Therefore, engagement is an important concept that drives employees toward adding value to the organization, improve organization growth, and achieve their full potential. Engaged employees feel that they are part of the organization and this means that employees want not only compensation and recognition but also inspiring leadership, career development, a culture of diversity, among other factors.   When employees are engaged, they develop a sense of belongingness, they develop loyalty, they become more innovative, and effective communicators. In general, employee engagement promotes positive business outcomes. Organizations need to promote employee engagement to reduce turnover, improve retention, and increase a sense of belongingness. The paper not only discusses the role of employee engagement in business performance but it goes further to discuss the employee engagement strategies or the strategies that an organization can employ to create an engaged workforce. Organizations need to engage employees for them to develop internal motivation and desire, and make an extra effort to achieve the desired results.

 

 Understanding employee engagement and other concepts

 

 Employee engagement is all about having the passion and energy to serve the customer and help the organization succeed (Singh & Kumar, 2011). Therefore, engagement means that an employee must have the commitment, and go beyond the organization's expectations. The employee thinks and feels about the organization, and they proactively perform their role to help the organization succeed. It is important to note that employee engagement differs from other concepts. For example, employee engagement is not employee involvement. The latter means that the organizations create an environment where employees are allowed to participate in decision making, and give their views on how to improve the organization.  Employee engagement is not the same as employee satisfaction. The latter means that employees are enjoying their job but they do not contribute much to the organization simply because they are not engaged (Singh & Kumar, 2011). For example, an employee known as Nathan works in the manufacturing industry.  He works from 9 a.m to 5 p.m.  The industry gives him a competitive salary and full medical coverage. These factors make Nathan gain job satisfaction since he gets everything he needed. Another different scenario is where an employee known as Amanda works as a software developer, and he works for over 10hours. The company gives him equity benefits.  Amanda is committed and passionate and puts more effort to ensure that the company succeeds.  Amanda show interest in learning new things to increase knowledge and skills.  Her commitment and passion indicate that she is highly engaged.

 In the above scenarios, satisfaction and engagement differ in that when an employee is satisfied, he or she can work in an organization for many years. However, engagement means that an employee will  not only work for many years but he or she will work with passion and full potential to increase the organization's growth and productivity (Singh & Kumar, 2011). It is also important to note that employee engagement is not the same as employee motivation. The latter means that the organization offers intrinsic and internal drive to increase the employee's engagement and commitment. Altogether, employee engagement is not employee commitment, satisfaction, motivation, and involvement. Rather, employee engagement is a willingness and enthusiasm about the organization and their work as well (Singh & Kumar, 2011). Therefore, it’s the role of the organization to create a workplace culture where employees gain physical and emotional well-being to increase engagement.

 Another important thing about employee engagement is that the business world has realized the importance of expressing oneself physically, emotionally, and mentally while working for the organization (Sharma et al. 2019). Engaged employees give discretionary effort to contribute to organizational success. They are willing to go beyond the organization's expectation even amid difficulties. According to Sharma et al. (2019), engagement employees are influenced by three factors. For example, they have vigor or energy and mental resiliencies, they have the dedication or a sense of significance, and they have absorption or a full concentration, and a strong attachment to the work. According to the International Survey Research, engaged employees employ cognitive, emotional, and behavioral factors towards the organization. In employing the best practices and strategies to create employee engagement, business management should understand the factors such as the workplace, job demand, and demographic affect employee engagement.  For example, past research has found that employee engagement is affected by gender differences. Some studies have found that women have a higher level of engagement than men (Sharma et al. 2019). Female employees have a higher level of dedication to the job than men. Managers should also consider the age factor in employee engagement. Studies have found that older employees have a higher level of engagement than young employees. This is because older employees have more experiences and they put extra effort toward the last part of their work. The authors assert that in creating a culture of employee engagement, it is important to consider factors such as work experience age, among other factors (Sharma et al. 2019).  The knowledge of the difference in the level of employee engagement will help the managers recognize the worth of the enggegmengt and use the right direction.

 The impact of employee engagement on business and corporate outcomes

 In the 21st century, employee engagement play a significant role in the organization. First, it is important to note that engaged employees are aware of the organization's management. They know about organization productivity, culture, policies, and meaningful metrics (TURNER, 2020). Note that if employees are aware of the organization culture, they improve morale and develop a positive attitude toward work. Continuous reinforcement enables the employees to work hard toward accomplishing the organization goals, and meaningful metrics enable the employees to understand the performance criterion which helps them understand how they should perform (TURNER, 2020). When employees are engaged, they developed a physical, cognitive, and emotional connection to the organization. This means that they develop a sense of belonging and while working, they ensure that their performances contribute to positive impacts on the organization. Eventually, engagement increases customer satisfaction, reduced turnover, and increases higher productivity (TURNER, 2020). Having understood that engagement employees develop pride and a sense of belongingness, and increase willingness and commitment to work for the organization, what follows is a positive business and corporate outcomes.  Before identifying the employee engagement outcome, it is important to note that outcomes can be defined as the result of something. Thus, the following part identifies the results that an organization achieve as a result of creating employee engagement. The following are the corporate and business outcomes of employee engagement;

• Employee retention

 Employee engagement results to employee retention. This means that employees who are engaged are more likely to stay in the organization that disengaged employees. This is because, engaged employees have a strong emotional commitment to the organization and for this reason, and they have no intention to leave (TURNER, 2020).  As a result, employee retention increases performance and productivity as they increase morale and commitment toward helping the organization succeed. Another important point to note is that once employees are retained, they become familiar with organization policies and guidelines and hence become loyal to the organization.

• Profits and Productivity

            Engaged workforce develop a physical, emotional, and mental attachment to the organization. Note that employees develop concrete behaviors and understand the organization's expectations. They have the tools and support to work toward achieving the goals and as a result, they reduce absenteeism and turnover (TURNER, 2020). Engaged employees have value-based recognition and they make them develop meaning and purpose while working. Engaged employees have a sense of belonging and feel that the company listens to their voice. This motivates them to develop long-term loyalty and become more productive. Note that engaged employees have greater well-being which results in better financial performance.

• Improved quality

 Engaged workforce contributes to high-quality products. Engaged employees focus on the constancy of purpose. This means that the engaged workforce focuses on the value of output.   For example, they adhere to work procedures and use the equipment in the right way to increase the value of the output (Evans & Lindsay, 2017).  Quality is also improved through time management. This means while working, and engaged workforce reduces time to perform the task or in other words, employees are aware that 'time is money'. Note that focusing on the Maslow model, engagement employee’s focus on self-realization and fulfillment.  Note that employees achieve self-actualization through factors such as pay, protection benefits, positive culture, pride, and purpose (Evans & Lindsay, 2017). As employees achieve workplace actualization, they create a sense of mission, they increase trust and cooperation, and they increase morale and commitment. They foster innovation, adhere to the quality principle, and hence improve quality.

• Customer loyalty and safety

 Engaged workforce leads to customer engagement. Note that when employees are engaged, they work harder to ensure that the organization achieves success. One way an engaged workforce ensures organization success is through providing better customer services. Note that engaged employees focus on creating positive customer's experience (TURNER, 2020). They go beyond the organization's expectations and spend extra time to ensure that the customers get high-quality products and fulfill their expectations. The engaged workforce also ensure a positive interaction with customers and once they gain a superior experience, they increase the need to purchase the product. Another important point to note is that the engaged workforce ensures that the organization they work in is customer-focused (TURNER, 2020). This means that rather than increasing profitability and productivity, they ensure that customers feel special and valued. They create 'customer-centricity' or in other words, truly care for the customers to increase customer loyalty. 

• Organization culture

  An organization that has an engaged workforce has a positive workplace culture. This is because employees have a positive attitude and well-being. They have a positive relationship with each other hence increase innovation and creativity (TURNER, 2020).  Managers and employees become loyal to each other and they work together to achieve organizational effectiveness. 

 

 HR strategies to raise the level of employee engagement

• Recruitment and selection

 During recruitment, managers should select potential employees and maximize the person-job fit. Potential employees mean selecting the candidates with a positive attitude and personality, self-starters, passionate, and those with a willingness to accomplish the goals (Phillips et al. 2016). Next, they should provide them with opportunities for growth and advancement to maximize their strength. Also, the HR manager should integrate the employee into the organization's policies and procedures, job duties, job expectations, which is also called an onboarding process. 

• Leadership commitment

 To create an engaged workforce, leaders should establish mission and vision and communicate them from top management or managers to employees (Phillips et al. 2016).  Note that for employees to develop a sense of engagement, they focus on the behaviors or ethical standards of the leaders. They expect the managers to communicate the values.

• Two-way communication

            Communication is important in every organization and for this reason, managers should involve employees during communication and allow them to express themselves or rather show their input. Managers should support participatory decision making for them to increase engagement (Phillips et al. 2016). In general, managers should ensure an open door communication policy and ensure appropriate communication channels to increase engagement levels. 

• Job autonomy

  Note that employees need job satisfaction and this can be achieved through job satisfaction.  Autonomy means that employees have the right to make their own career goals which untimely will increase enjoyment, happiness, and satisfaction. 

• Training and development

 Employees need to learn new skills, knowledge, and increase their abilities. Development opportunities will help the employees gain personal and professional development (Phillips et al. 2016). Also, employees will develop independent thinking and gain a sense of autonomy and as a result understand their duties better. They will develop self-efficacy and commitment and work without much supervision and exceed the organization's expectations. 

• Performance management system

 Performance management means that managers should monitor the roles and responsibilities of workers to identify factors that promote engagement and provide strategies or action-oriented plans to encourage positive contributes and raise the level of engagement. 

• Financial and non-financial benefits

 It is important to create a compensation management system where employees receive incentives such as recognition and praise, travel discounts, and more.

• Distinctive corporate culture

 An organization cannot engage employees without creating a positive corporate culture (Phillips et al. 2016). Thus, it is important to ensure that there is mutual respect to motivate employees to stay engaged.

• Team building activities

 Managers should spend time together with employees such as taking lunch or dinner together. This strategy will not only help the employees develop a sense of belonging but managers will identify the outstanding performer (Khadilkar, n.d). The togetherness will enhance team effort and both managers and employees will develop personal well-being and all will have a positive attitude toward the organization.  

• Employee recognition and appreciation

Employees will develop discretional efforts if managers recognize and appreciate their credible contribution. As a result, employees will develop innovative work behavior, employ creative ideas, and have positive thinking toward achieving goals and solving problems (Khadilkar, n.d). Thus, for managers to engage the workforce, they should acknowledge their role and this will lead to other benefits such as promoting a culture of innovation.

 

 Diagnostic tools for measuring engagement

• Focus group

            A manager can use a group of 12 employees and ask them questions to assess employee engagement. The employee will give their views on issues such as their work to the organization, and the tool and resources, and other issues (Phillips et al. 2016). This method has advantages in that the manager will be able to judge the employee reactions and gather data quickly, and it is time-saving. However, some employees have louder voices than others and this means that the manager will not get an honest insight.

• Track productivity metrics

            The manager can look at the review growth, retention rate, profit margin, daily attendance, improved performance, sales volume, and more (Phillips et al. 2016). However, the manager may not achieve positive results since he or she will only measure the numeric figures and another issue is that productivity may be achieved through other factors such as marketing skills.

 

• Interview

            Managers can try to understand the employee's reactions and understand whether there is an engagement or not.  An employee will be honest while sharing information. The method is effective in that the face to face interaction creates a close relationship and the manager will assess the employee's interest (Phillips et al. 2016).  However, the method is time-consuming and the employee may lose confidence and feel disappointed by the manager's question related to the job role.

• Absenteeism and employee turnover

 High rates of Absenteeism and employee turnover indicates a lack of engagement. On the other hand, a rate of 10% shows a higher level of engagement (Phillips et al. 2016). Therefore, managers can get an insight on whether employees are engaged or not. This method is effective in that the manager will think clearly about Absenteeism and a higher turnover, and employ strategies such as compensation package, and growth opportunities (Phillips et al. 2016) However, this tool has limitations in that absence rates may give false conclusions since it is difficult to measure the difference between long periods and short period absences.

 

Conclusion

 Employee engagement is an important concept in recent years. The research paper has shown that there is no universal definition of employee engagement since the term is related to and distinct to other concepts. However, various authors agree that employee management is simply a 'passion for work'.  For example, the research paper finds that management is not the same as commitment. Commitment is all about having a positive attitude and strong attachment to the work while engagement goes beyond attitude to include having positive beliefs about the job and the environment,  having a positive feeling, and showing physical energies toward the duties. All the same, employee engagement is associated with positive business and corporate outcomes. This is because engaged employees increase productivity, improve retention, lower absenteeism, provide quality products, improve customer loyalty, and increase revenue. Thus, managers should create an engaged workforce by establishing company goals, ensuring employee development, create a social gathering, create a positive culture, and work environment. Finally, it is important to measure employee engagement not only to assess business success but also to assess how employees feel about the job. 

 

 

 

 

 

 

 

 

 

 

 

References

 

Singh, P. N., & Kumar, N. (2011). Employee relations management. Delhi: Pearson.

 

In Sharma, N., In Chaudhary, N., & In Singh, V. K. (2019). Management techniques for employee

engagement in contemporary organizations.  Business Science Reference

 

TURNER, P. A. U. L. (2020). EMPLOYEE ENGAGEMENT IN CONTEMPORARY ORGANIZATIONS: Maintaining

high productivity and sustained ... competitiveness. Place of publication not identified: SPRINGER

NATURE

 

Evans, J. R., & Lindsay, W. M. (2017). Managing for quality and performance. Cengage Learning

 

 Phillips P. Patricia., Phillip, J. Jack., & Ray Rebecca. (2016). Measuring the Success of Employee

Engagement: A Step-by-Step Guide for Measuring Impact and Calculating ROI. American Society

for Training and Development.

 

 Khadilkar S. Dr. (n.d). EMPLOYEE ENGAGEMENT INITIATIVES IN INDIAN COMPANIES. Lulu.com