ENHANCE ENGAGEMENT AND OUTCOME OF ENGAGEMENT


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 Performance-employees’ shows higher performance

·         Organisational outcome

o   Higher profits and Productivity-employer gains higher profits

o   Improved Quality-employer gets quality products (low damages)

o   Satisfied / Loyal Customers- customer satisfaction toward organisation is high

o   Increased Retention- employee retention goes up

o   Revenue Growth- employers’ revenue growth is high

Figure 2: Factors and Outcomes of Employee Engagement 

(Source: Swathi, 2013) 
As per Stairs and Galpin (2010) low absence, high productivity, quality products, increased sales, higher profitability, customer satisfaction, faster business growth and higher chance of business success mentioned as the outcomes of employee engagement.
According to Alfes et al (2010: 5) engagement comes with three core factors
1.      Intellectual engagement – employees who thinks the better ways of completing their jobs
2.      Affective engagement – Employees who feels positive towards their job
3.      Social engagement – Employees who does chat with others on the improvements of the work







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]
Alfes, K, Truss, C, Soane, E C, Rees, C and Gatenby, M (2010) Creating an Engaged Workforce, London, CIPD
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.
Kahn, W. A. (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), p. 692–724.
Perrin T. (2003). Working Today: Understanding What Drives Employee Engagement the 2003 Towers Perrin Talent Report U.S Report. [Online] Available: http://www.towersperrin.com/tp/getwebcachedoc? Webc = HRS /USA/2003/200309/Talent_2003.pdf.
Perrin T. (2007). Closing the Engagement Gap: A Road Map for Driving
Saunders, L. and Tiwari, D (2014) Employee Engagement and Disengagement: Causes and Benefits. THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT, 2(5), pp. 44-52.
Stairs, M and Galpin, M (2010) Positive engagement: from employee engagement to workplace happiness, The Oxford Handbook of Positive Psychology and Work, New York, Oxford University Press
Swathi, S.(2013) ‘Effecting employee engagement factors’, International Journal of Scientific and Research Publications, Volume 3, Issue 8, viewed 21 November 2018,< http://www.ijsrp.org/research-paper-0813/ijsrp-p20144.pdf>




Comments

  1. aravindthNovember 18, 2019 at 8:45 AM

    Totally agreed with you that it is important to keep a positive employment association with organization's management and employees. Researchers reveal that maintaining positive relationships with others creates satisfied and motivated staff in the company and they try to achieve the company's goals in every possible way also employees also feel confident and happy to stay in the company (Civil Services, 2008).

    ReplyDelete
    Replies
    1. Rukshan MallawaarachchiNovember 30, 2019 at 2:20 AM

      Thank you for the comment aravindth. That’s why 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). It is a two way relationship where employer has great responsibility to provide and maintain good work environment (Kruse, 2011).

      Delete
  2. Renuka BalaranjitNovember 19, 2019 at 8:25 AM

    Engaged employee is almost three times more sincere toward his job in comparison to those employees who are actively disengaged (Kular, Gatenby, Rees, Soane, & Truss, 2008). As such the organization should aim on the aspect of employee engagement in order to enhance the organizational performance (Basbous, 2011; Sundaray, 2011). Employee engagement can be a significant factor for organizational achievement.

    ReplyDelete
    Replies
    1. Rukshan MallawaarachchiNovember 30, 2019 at 2:20 AM

      Of course Renuka. That's why it is necessary to create working environment that encourages engagement and attracts potential employees (Lockwood, (2007). A managers attitude of respect towards the employee and fair treatment makes the employee feel valued (Chandani et al., 2016). To be a successful organization, it also should know to respect the employees’ contribution regardless of their job levels. Organizations should believe that engagement of employee is a dominant source of competitive advantage that enhances the success of organizations (Sarangi and Nayak, 2016).

      Delete
  3. S Suresh KumarDecember 6, 2019 at 9:59 PM

    On the topic of employee engagement, Cattermole (2014), points out that currently many organizations place too much emphasis on external benchmarking rather than using internal employee surveys as a tool to measure different aspects of employee engagement which could be broadly categorized in to 3 areas namely;
     - Blockers to engagement: Problems faced by employees, such as inadequate IT systems, poor policies and procedures, or excessive workloads.
     - Drivers of engagement: Motivating factors such as praise and recognition, good relationships with superiors and opportunities to learn career-enhancing skills.
     - Outcomes of engagement: Beneficial attitudes such as employees’ pride in their work and organization, willingness to recommend their employer and desire to remain with the employer for the foreseeable future.

    ReplyDelete
    Replies
    1. Rukshan MallawaarachchiDecember 6, 2019 at 10:02 PM

      Thank you for the comment Suresh. this was being clarified by Swathi (2013) factors and outcomes of employee engagement in my blog. blockers to engagement create disengage employees and employer has great responsibility to provide and maintain good work environment (Kruse, 2011) which ultimately create emotional bonding of employees towards their organisation & it’s goals (Evans & Lindsay 2012)

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

    Wonderful Blog! Here are some creative Online employee engagement games for corporate companies through you can keep their remote workers engaged and excited.

    ReplyDelete

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