EMPLOYEE ENGAGEMENT AND ITS PRACTICAL APPROACHES ANS RECCOMENDATION


BENEFITS OF EMPLOYEE ENGAGEMENT


EMPLOYEE ENGAGEMENT AND ITS PRACTICAL APPROCHES
Fonterra brands Lanka is a great example of an organisation which succeeded through employee engagement. As Sri Lanka’s largest dairy company, Fonterra is highly considered the engagement of their employees as well as the health and safety of the people. The HR of the company is serious in selecting right candidates and invest large amount of money for the development of the employees. Example for the higher studies like PGDip / PCM or even MBA is fully paid by company. Not only that the company is keen investing on outbound trainings, frequent staff get-togethers, Sales conferences, classroom trainings for the development of individuals and to uplift the annual engagement survey scores conducted by Gallup. Also, employees are motivated to complete innovations on H&S to avoid any kind of risks & the best ideas are being recognised at the sales conference as “I-LEAD innovations for the month”(FBL, 2018).
In the global context Google is another example for succeeding in employee engagement. Liane Hornsey, Director of people operations for EMEA once said that their company “would not have been able to innovate as quickly as it has, nor create the products it has in such a short space of time without highly valuing employee engagement” (MacLeod and Clarke, 2009, p.48). Google kept growing rapidly for past two decades and google consider recruiting very seriously, while employee wellbeing in the top of their agenda. Large amount of money is being invested in social activities intending to cultivate sense of belonging, team culture and to inspire sense of psychological contract between employee and the company. As an example, in Google’s London office canteen is free (MacLeod and Clarke, 2009).
Another great example is Dialog Axiata PLC which succeeded through employee engagement. As Sri Lanka’s one of the largest telecommunication providers, dialog improves their operations, coverage, products and services constantly. Dialog introduce transformation to technology through encouragement of top-tier innovation (Anno., 2015).’Service from My Heart’ dialog’s key value and premise for service campaign was launched in 2014 which had significant impact in transforming internal work culture through organised, team work and increased motivation levels of employees. Other key quantitative measures improved on costs, time savings, as well as increase engagement scores seen in surveys (Anon., 2017). 

CONCLUTION AND RECCOMENDATION 

According to the details discussed above, engaged employees will result more productivity and competitive advantage. More over starting point of engagement is better to come from the top management and need the fullest support of the top management in succeeding. Engagement occurs when employer create better working environment in an organisation where employees work more joyfully and dissatisfaction does not occur at all. Furthermore, organisations need to come up with more strategies to create and enhance the engagement in an organisation while rewarding schemes for other engaged employees. which will ultimately turn other employees to get engaged to their work and the organisation.



REFERENCE
 Anon. (2015) Dialog Awards strengthens employee engagement – MTI commended. [Online]
Anon. (2017) Dialog bags two regional Gold awards at Asian Customer Engagement Forum. [Online]
Armstrong, M. (2014) Armstrong’s handbook of human resource management practice. 13th ed. London: Kogan Page.
Armstrong, M. (2016) Armstrong’s Handbook of Management and Leadership for HR (Developing effective people skills for better leadership and management).4th edition. London:kogan page.
Dialog, (2013) Convergence - Dialog Sustainability Report, Colombo: Dialog Axiata PLC.
Kahn, W. A. (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), p. 692–724.
MacLeod, D. and Clarke, N. (2009) Engaging for success: enhancing performance through employee engagement:a report to the government, London: Department for Business, Innovation and Skills.

Comments

  1. Prabath PereraNovember 21, 2019 at 12:27 AM

    Engagement does not suit across all the employees of an organization. For instance, When recruiting naturally happy people, positive and extroverted are easily get engaged whereas individual's with introverted, negative and demanding does not impact on performance of an organization although they are pushed to align with the engagement (Garrad & Premuzic, 2016).

    ReplyDelete
    Replies
    1. Rukshan MallawaarachchiNovember 30, 2019 at 2:17 AM

      Hi Prabath. You have taken this to another level by writing such a debating comment. Employees classified in to three types based on their engagement level as engaged, not engaged and actively disengaged (Gallup, Krueger and Killham, 2006) which has been described in the blog with more details. When it comes to recruitment and selection where the HR or the Manager need to be more focused. According to McGregor’s theory, two types of employees exist as “X” and “Y”. Several managers subjective by the theory x, and generally get poor results. They are the one who need to be pushed. On the other hand, liberal managers use theory y, which determine better performance and results, and allows people to abound and develop (Mohamed and Nor, 2013).

      Delete
  2. anneNovember 21, 2019 at 3:05 PM

    Researchers have confirmed and generalized these personal experiences. For example, work by Saks (2006: 613)revealed that engagement levels are predicted by perceived support granted to employees by the organization and that measures of engagement themselves predict levels of job satisfaction,commitment measures, intentions to quit, and positive behaviours within the organization

    ReplyDelete
    Replies
    1. Rukshan MallawaarachchiNovember 30, 2019 at 2:18 AM

      Thank you Anne for your valuable comment. Employee engagement responsibility goes to both employee & employer as this is a two-way relationship with both parties (Kruse, 2011). It is better that the starting point comes from the top management.

      Delete
  3. Recruitment and SelectionNovember 26, 2019 at 1:17 AM

    Organization commitment varies from commitment in that it refers to an individual's personalities and connection towards their organization. Engagement isn't a frame of mind; it is how much an individual is attentive and absorbed in the performance of their roles (Saks 2006)

    ReplyDelete
    Replies
    1. Rukshan MallawaarachchiNovember 30, 2019 at 2:19 AM

      Towers Perrin (2003) characterizes that engagement includes both emotional and sensible variables identifying with work and the general work understanding. Wellins and Concelman (2004) propose that "employee engagement" is the deceptive power that motivates employees to greater levels of performance. Robinson et al, Perryman and Hayday (2004), defines engagement as an uplifting state of mind held by the worker towards the organization and its qualities. Sarkar (2011) opined that worker engagement is an indicator that decides the relationship of a person with the organization.

      Delete
  4. SOS BoosterSeptember 8, 2021 at 2:29 AM

    If you're looking for a fun employee engagement games to kick-off a meeting to make a virtual meeting more engaging, these are the best Online employee engagement games for remote employees.

    ReplyDelete

Post a Comment

Popular posts from this blog

ENHANCE ENGAGEMENT AND OUTCOME OF ENGAGEMENT

Image
BENEFITS OF EMPLOYEE ENGAGEMENT ENHANCING ENGAGEMENT Enhancing engagement is a non-stopping process which creates meaningful and emotional bonding with work. Moreover, it does not make only happy employees with full incentives/salaries as well as creating employees who enjoyed working in the organisation with a higher retention level (Towers Perrin (2003)  OUTCOME OF ENGAGEMENT     Swathi (2013) illustrate key outcomes of employee engagement as follows ·           Individual outcome o     Motivation-employees motivated o     Commitment-employees’ commitment is high o     Satisfaction-employees’ satisfied with their job o     Loyal-employees’ are loyal to organisation o     Secure Job- employees’ feel the job is secured o     Higher Perfor...
Read more

DEFINITION AND KEY COMPONENTS OF EMPLOYEMENT ENGAGEMENT

Image
BENEFITS OF EMPLOYEE ENGAGEMENT INTRODUCTION   “Engagement takes place when people are committed to their work and the organization and are motivated to achieve high levels of performance” (Armstrong 2014, P.193)    DEFINITIONS OF EMPLOYEE ENGAGEMENT Employee engagement is defined as Willingness & commitment of the employees who may go for an extra mile to contribute to the success of their organisational goals by putting their creativity & energy in to it (Perrin, 2007).   Employee engagement is also defined as an emotional bonding of employees towards their organisation & it’s goals (Evans & Lindsay 2012,   Baumruk 2004, Richman 2006 and Shaw 2005 ).   Employee engagement & employee satisfaction are two different things   (Fernandez, 2007). As an example, people who worked in government sector are fully satisfied with their jobs while less engaged to the organisation.   Employee enga...
Read more