Report for Employees Engagement

Abstract

The current study focuses on the employee engagement as well as employee commitment. In this regard, employee motivation has been described in this literature review. This study has dealt with employee commitment as well as employee involvement in an in-depth manner. Several articles have been used in this regard. Role of HRM is also discussed in this study. It is revealed the ways employee engagement can be introduced in the functioning of an organizational culture in order to increase the level of performance of the workforce, thereby improving the production capacity. The study even reveals various companies that has maintained its status in the top game of engagement of employees by showing creativity and innovation in their strategic management and planning.

Introduction

Employees in an organization are the growth chain. hats is why the leaders and management team continuously work in  implementing policies that are intended towards powering in with transformational. In the contemporary sphere of discussion pertaining to employee management this could be opined that employees need to align with the work engagement so that maximum output is extracted. The entirety of an effective human resource management deals upon the steady ebb and flow of the new and updated policies. The human resource management team undertakes studies and makes policies that will enable employees partake in lower level decision making.

Literature Review    

Article 1

In this article, it can be possible to explain that in the global economy there are emerging problems which need to be considered in an effectual note. In this aspect, it has been identified that employee engagement needs to be focused in order to manage the emerging problems in a significant manner. In this regard, it can be feasible to elucidate from the study of Motyka (2018, p. 227) that employee engagement as well as category of the performance within the organizational workplace are interrelated to each other. As for this reason, it is needed to consider the needs of the employees in an effective manner. In this aspect, it has been found from the mentioned study that employee engagement needs to be managed within the workplace. In this context, it is possible to manage the revenue of the staff within the organization for involving them in the work process.

Article 2

In this regard, it can be possible to focus on the engagement as well as commitment of the employees. It has been found that employees need to be motivated in this regard. On the other hand, it is required to usher focus on the management of the organization in order to motivate employees effectively. It can be possible to focus on the needs of the employees for increasing their commitment towards the organizational work. From the study of Vance (2006, p. 1), it has been identified that employees need to be committed towards the organizational work in order to increase the level of productivity.  It can be possible to explain that staff of the organization needs to be mentally satisfied with the job. As for this reason, it is needed to upgrade their skills as well as abilities in a significant manner. Moreover, it is needed for the employees to be consciously committed towards work.

Article 3

It can be evaluated that employee engagement is one kind of devotion as well as passion which helps the top management of the organization to get adequate support from the staff. In additionally, it has been detected that there are certain aspect which can increase the level of employee engagement in an effective note. Leader’s contribution to engage employees in their job role is one of the crucial parts of the employee engagement (PratimaSarangi and Nayak, 2016, p. 52). In this aspect, it is possible to explain that credibility is the essential aspects for engaging employees towards their work process. It has been found that leaders need to collaborate with the employees who ensure employee involvement within the place of work of the organization. Moreover, it is required to consider the needs of the staff within the place of work for improving their skills in an effective manner.

Article 4

It has been identified that employee needs to be engaged with the workplace in an effective note. With the help of advanced technologies as well as skilled labour force, organizations increase their productivity in a significant manner. In addition to that, it is possible for the organizational leader to engage employees in their tasks by considering their abilities as well as skills. Dedicated along with meaningful work of the employees help the organizational staff to be engaged with the work process in a collective note (Osborne and Hammoud, 2017, p. 4).  It can be possible to focus on the workplace value for the employees. In this regard, it is needed to motivate employees by considering extrinsic motivation within the workplace for helping them feel valued within the place of work. On the contrary, it is needed to meet the psychological needs of the employees of the company in an effectual manner.

Article 5

It is possible to elucidate that employee engagement has certain impacts on the organizational work process. It can be stated from the point of view of Parent et al. (2015, p. 248) that employee engagement is the crucial aspects of the organization which helps to ensure a positive work culture in a systematic note. It has been identified that organizational culture is the essential parts to engage employees in the work process. In addition to that, it is required to understand the job demands of the employees significantly. In this aspect, it is feasible to consider the ability of the staff within the place of work for increasing the profitably of the organization. It can be explain that organizational change needs to be adapted by the employees so that their performance level can be increased. Furthermore, it is possible to manage their needs systematically.

Article 6

It can be evaluated that engagement of the employees helps to sustain the business functions in the potential marketplace. It is possible to focus on the long-term goal of organizational sustainably for engaging employees in the work process (Kimet al. 2016, p. 631). In this context, it has been detected that performance of the employees can be augmented for meeting the objectives of the organization. In this aspect it is needed to understand competitive position of the organization before improving the performance of the staff. As for this reason, employee involvement it is necessary within the place of work. Performance of the employees can be improved by considering the requirements of the work.  Organizational interest is the essential things that should be considered in this regard. As for this reason, employee engagement is necessary for improving the organizational performance in an effectual approach.

Figure 1: Employee engagement

(Source: Alzyoud, 2018, p. 251)

Article 7

In this aspect, it has been identified that work engagement of the employees help to improve the productivity level in an effective note. In this aspect, it is feasible to explicate from the point of view of Alzyoud (2018, p. 251) that human resource management has some influence on the practice of the work engagement of the employees within the organizational workplace. During the time of economic instability, the companies are mainly focusing on the human as an asset of the organization. As for this reason, HRM plays vital role to improve employee involvement in a significant manner. In this aspect, it is possible to focus on the requirements of the employees for managing organizational efficiency in a significant manner. Additionally, it has been described in the article regarding high output as well as psychological state of the workers in the organization (Alzyoud, 2018, p. 251).

Article 8

Human resource management has the effective influence on the performance management of the organization in the latent marketplace. In this aspect, it is possible to consider the HRM of the organization for improving the engagement level of the employees of the company in an effective approach. It can be possible to explain from the study of Pombo and Gomes (2018, p. 63), that performance of the organization needs to be improved with the help of functions of HRM. Gap analysis needs to be done on the basis of the performance of the employees within the place of work. It can be possible to explain that work engagement of the employees can be augmented by improving their skills. On the contrary, it is needed to consider the positive influence of the management of human resources within the place of work. In addition to that, HRM has strength to improve organizational performance in the marketplace.

Article 9

In this context it is possible to elucidate that in the organizational workplace, employee engagement is necessary. As for this reason, it is needed to manage the engagement of the staff within the workplace for improving organizational operation in the consumer marketplace. According to the opinion of Asiwe et al. (2017, p. 1), it is required to focus on the work engagement of the employees by considering their tasks and performance within the place of work. In addition to that, it is required to manage needs of them within the organization for motivating the workers in an effective approach. Moreover, it is possible to understand the necessity of psychological stagey of the workers in the company. Along with this, the study of Asiwe et al. (2017, p. 1) has dealt with the psychological conditions as well as engagement of the work within the organizational workplace.

Article 10

In this regard, it has been found that organizational excellence can be maintained with the help of proper employee engagement. As for this reason, it is needed to manage the business value in this aspect. The organizational manager focuses on passion of the employees for engaging them in the work process (Stoyanova and Iliev, 2017, p. 124). It can be possible to manage the workplace engagement by distributing task among the employees on the basis of their capabilities. Insufficient appreciation of the work can demotivate employees. As for this reason, it is needed to improve the involvement of the workers in the organizational workspace process (Stoyanova and Iliev, 2017, p. 124). Moreover, this study has dealt with numerous aspects of the involvement of the employees in the organization for improving the level of profitability in the latent marketplace of the country.

Article 11

The enhancement of the production line could be discussed from the perspective of person environment fit and Person group fit ideology. Different studies arevindicating the fact that the commitment and engagement of the workforce could be studied through a clinical observation. How an employee fits into the following team woodwell is read by studying employee psychology. The Human Resource team will be directed to monitor the employee performance by watching his personal engagement. This will determine whether the person has found compatibility with the job or not. A proactive workforce would definitely work in a way so that both the quality and speed is maintained. A proactive employee will definitely be focused towards the changes and alterations encircling upon the individual (Ma et al.  2018, p. 25). The employee motivations could be attained through charismatic leadership, authentic leadership and Transformational leadership. The following flow could be understood and analyzed by studying the relationship between leadership, empower ship and workmanship.

Article 12

The following topic finds a close understanding as it describes engagement from the perspective of the employees. As mentioned, the employee in a particular organization considers a number of factors that determine his engagement. The contemporary discussions of employee welfare depend largely upon the retention factors (Borah and Barua, 2018, p.22). The job engagement and organizational engagement are merging of two opposite ends. The employees takes into consideration many a factors like interest, promotion, training, social and economic upliftment. On the other hand the ownership considers many a components like productivity, profitability, organizational goal setting etc. The following discourse could be set in the pedestal of models like three dimensional models of engagement, Hierarchical liner modeling, and two dimensional organizational engagements. It could well be established that the employee engagement drives retention. The employees and the owners are core to the development of an organization.

Article 13

The sustainability of an organization is defined as its ability to make a positive contribution to the development of various economic, social, and environmental benefits. The social dimension of organizational sustainability includes that of the human role in an organization. In other words, it is the ability of employees to be engaged in the workplace. Thus, employee engagement is regarded as a core component of the social dimension of organizational sustainability (Saratun, 2016, p. 45).  Burst Detection and Social Network Analysis are two forms of techniques that are used to establish the relationship between organizational sustainability as well as employee engagement. These techniques take the help of keywords that appear in the domain of employee engagement in order to establish the above mentioned relationship. The three main keywords that formulates the same are the author supplied keywords, keywords that are in the abstract and those present in the article title. The field of employee engagement and organizational sustainability is even characterized with trends such as significance of CSR in the economic outcomes. 

Article 14

Employee engagement is regarded as a crucial element in the success of SMEs in Taiwan, as these enterprises form the major contributors to the GDP of the country. In Taiwan, most of the employees hold the concept of employee engagement more like a Psychological Commitment towards their workplace. They highly value the significance of both monetary and nonmonetary incentives in increasing their level of attachment towards their organization. These rewards not only enhance their engagement in their work but also develop a strong commitment towards the organizational goals (Cheng and Chang, 2019, p. 28). Apart from these sources, different HR practices including work arrangements, training programs and such are also held important for increasing employee engagement in the SME’s of Taiwan. The greater the engagement of employees the greater is the organizational commitment in these SMEs. Effective communication is even considered as a key drive to improve employee’s perception of belongingness in Taiwan’s SME’S. 

Article 15

Leadership style adopted by an organization crucially influences employee engagement of that organization. Transformational and transactional styles of leadership are considered to be the most effective in the association to employee engagement. The transformational leadership is more effective in changing of times whereas the transactional leadership proves to be effective in clarifying expectancies for incentives. A style that employs both the leadership forms would generate the highest effectiveness in increasing employee engagement. However, leaders should avoid passive-avoidant behaviors as it negatively impacts the association to employee engagement (Popli and Rizvi, 2016, p. 965). Furthermore, the level of employee engagement is even impacted with the determinants of age and education, being high in individuals with age greater than 30 years and with possessing graduate level of education. It is necessary to acknowledge such determinants as it impacts the style of leadership to be adopted. For instance, passive leadership style would negatively influence engagement of employees with higher education. 

Figure 2: Leadership style and employee engagement

(Source: Popli and Rizvi, 2016, p. 965)

Article 16

There exist various definitions, measurements as well as frameworks to define the concept of employee engagement and other related factors associated with the same. However, the underlying concepts are limited to theory building and practice. The focal point is threefold, the first of which lies in the requirement to detail as well as position the operational concept of employee engagement and then impose the same on the existing frameworks. Second is the need to systematically examine the various typologies of employee engagement and thirdly, to associate the same as a crucial element in the field of HRD practices (Shuck et al. 2017, p. 263). In the field of HR practices there exists two discussion perspectives in relation to employee engagement, firstly the definitions which are used to label the various frameworks of employee engagement and secondly the positionality of the engagement of the employees.

Article 17

The construct of employee engagement in measuring the validity of employee effectiveness has been a source of research work for decades. Employee engagement is considered to be a potential predictor of the effectiveness of the employee which successfully predicts the same in a direction that is greater than the aggregation of the job satisfaction, involvement and commitment (Mackay et al. 2017, p. 108). Researchers have justified that employee engagement is faster as well as a crucial predictor in assessing the effectiveness of employees in an organization which makes the measurement of other job attitudes unnecessary. Discussing the effectiveness criteria of employee the most vital constituents forms the focal performance of individuals, their levels of contextual performance, their intention of turnover and absenteeism. Thus, studies outlines the concept that if an organization aims to boost the production capacity of their workforce they may find it more beneficial by creating a workplace or work culture that tends to promote engagement of employees.

Figure 3: Employee effectiveness framework of workforce engagement

(Source: Mackay et al. 2017, p. 108)

Article 18

The effect of self-efficacy on the performance level of an employee is a well studied but linking the same with employee engagement still needs variations to explore. The level by which the dependency of employee engagement on self efficacy varies is a vital literature in association to organizational settings (Carter et al. 2018, p. 248). However, few studies in the field have shown that increasing the beliefs of self efficacy on challenging works as well as lifting the levels of employee engagement concurrently would highly address to improve performance of an employee within the organizational settings. This is due to the fact the impact of self efficacy as well as engagement of the employees varies as per the nature of the task performed by the individuals. Some tasks require higher level of cognitive aspects of motivation whereas certain other tasks require affective aspects of motivation. Hence, it is crucial to consider both these skills during assessment of job performance of employees.

Figure 4: Self efficacy framework of work engagement

(Source: Carter et al. 2018, p. 248)

Article 19

The banking industry in the Saudi States is of vital importance to the economy of the Saudi Arabia. In the light of high volume in their business requirements the banks in the states are highly eager to encourage the participation of employees as well as their engagement towards organizational goals. These attributes help the banks to carry their activities and influence the development of the same. Hence, they focus more in stimulation of the culture of the organization in order to enhance the engagement of their employees. Research conducted related to this topic has shown the viability of various components that serves the element of employee engagement (Al Shehri et al. 2017, p. 65). Listing those factors are proper training and development of the employees within the organization, improving the flow of effective communication within the hierarchy as well as proper systems for incentives and recognition. Islamic culture has a high tendency to influence the level of engagements of employees especially in the banking sector of Saudi Arabia.

Article 20

Sustainability development is a long term objective of organizations. In the light of the same employee engagement is seen to be a critical element to achieve sustainability within an organization to lead towards success. Hence, identification of the issue of sustainability of organization in the domain of engagement of employees is a vital effort made by various organizations (Merriman et al. 2016, p. 98). In order to achieve the same, burst detection and social network of analysis techniques are used as a tool to achieve the same. It is crucial to highlight the role of CSR that plays a vital factor in delineating the establishment of more number of staff towards more sustainability of organizational economic results.

Article 21

Certain companies have been revealed to maintain at the top position in engaging their employees to the best of their performance towards the direction of achievement of organizational goals and objectives. The names of those companies are Full Contact, Southwest Airlines, Legal Monkeys, Screwfix, and Dreamworks. These companies have successfully established to maintain their top game in association to the level of engagement of their employees. They have literally shown creativity in order to engage their workforce into more commitment towards their organization (Samantaray and Sahu, 2018, p. 185). Dreamworks gives paid scope to their employees to decorate their workplace along with free of cost refreshments whereas Screwfix determinant have maintained an open, transparent, honest flow of communication in their work culture. Legal Monkeys, on the other hand have sown smaller efforts to make their workforce know that their hard investments are valued with the implementation of Appreciation Board whereas on the other hand, Southwest Airlines allows their staff to design their own dress code and value employees opinion in their aspects of work culture. Full Contact has highest employee engagement as the company overstepped in valuing their employees. This organization provides their employees with a paid vacation of $7500 in order to help employees get a refreshed outlook.

Article 22

The right adoption of culture does not only reflect employees to be highly satisfied with their work. In fact, an organizational culture that aims to increase levels of employee engagement of their task force must concentrate in treating their employees more like stakeholders of their own as well as of the future of the company. In order to do this, organizational culture should put more focus in managing activities that reflects concrete performance of employees, clarification respective work roles and responsibilities, making resources available as well as accessible to employees that is needed for them to fulfill their job role, and provide encouragement towards developing and promoting well established co-worker relationships (Aktar and Pangil, 2018, p. 53).

Conclusion

The quintessence of the entire dissertation is that the leaders of an organization will definitely need to chalk out plans as well as policies that would work to integrate the various internal units and departments. The leaders will have to make extensive use of communications to establish coordination and cooperation between individuals and among groups. The evolution of new techniques, structure as well as apposite technologies is aimed at developing employee engagement. An effective HRM process would successfully overcome the ingrained challenges that obstruct the smooth flow of the production line.

 

 

References

Aktar, A. and Pangil, F., 2018. The Relationship between Human Resource Management Practices and Employee Engagement: the Moderating Role of Organizational Culture. Journal of Knowledge Globalization10(1), pp.53-87.

Al Shehri, M., McLaughlin, P., Al-Ashaab, A. and Hamad, R., 2017. The impact of organizational culture on employee engagement in Saudi Banks.

Alzyoud, A.A.Y., 2018. The influence of human resource management practices on employee work engagement. Foundations of Management, pp.251-256.

Asiwe, D., Rothmann, S., Jorgensen, L. and Hill, C., 2017. Engagement of employees in a research organisation: A relational perspective. South African Journal of Economic and Management Sciences20(1), pp.1-9.

Borah, N. and Barua, M., 2018. Employee Engagement: A Critical Review of Literature. Journal of Organisation and Human Behaviour7(4), p.22.

Carter, W.R., Nesbit, P.L., Badham, R.J., Parker, S.K. and Sung, L.K., 2018. The effects of employee engagement and self-efficacy on job performance: a longitudinal field study. The international journal of human resource management29(17), pp.2483-2502.

Cheng, K.T. and Chang, K., 2019. Enhancing employee engagement for small and medium enterprises in Taiwan. Information Resources Management Journal (IRMJ)32(1), pp.28-47.

di CaiCai, Y., Sun, Y. and Ma, J., 2018. Linking Empowering Leadership and Employee Work Engagement: The Effects of Person-Job Fit, Person-Group Fit, and Proactive Personality.

Kim, W., Khan, G.F., Wood, J. and Mahmood, M.T., 2016. Employee engagement for sustainable organizations: Keyword analysis using social network analysis and burst detection approach. Sustainability8(7), p.631.

Mackay, M.M., Allen, J.A. and Landis, R.S., 2017. Investigating the incremental validity of employee engagement in the prediction of employee effectiveness: A meta-analytic path analysis. Human Resource Management Review27(1), pp.108-120.

Merriman, K.K., Sen, S., Felo, A.J. and Litzky, B.E., 2016. Employees and sustainability: the role of incentives. Journal of Managerial Psychology.

Motyka, B., 2018. Employee engagement and performance: a systematic literature review. International Journal of Management and Economics54(3), pp.227-244.

Osborne, S. and Hammoud, M.S., 2017. Effective employee engagement in the workplace. International Journal of Applied Management and Technology16(1), p.4.

Parent, J.D. and Lovelace, K.J., 2015. The impact of employee engagement and a positive organizational culture on an individual’s ability to adapt to organization change.

Pombo, G. and Gomes, J., 2018. How does work engagement mediate the association between human resources management and organizational performance?. Problems and Perspectives in Management16(3), pp.63-79.

Popli, S. and Rizvi, I.A., 2016. Drivers of employee engagement: The role of leadership style. Global Business Review17(4), pp.965-979.

PratimaSarangi, D. and Nayak, B., 2016. Employee Engagement and Its Impact on Organizational Success–A Study in Manufacturing Company, India. IOSR Journal of Business and Management18(4), pp.52-57.

Samantaray, M.R. and Sahu, P.K., 2018. Corporate Practices in Employee Engagement. Siddhant-A Journal of Decision Making18(2), pp.185-191.

Saratun, M., 2016. Performance management to enhance employee engagement for corporate sustainability. Asia-Pacific Journal of Business Administration.

Shuck, B., Osam, K., Zigarmi, D. and Nimon, K., 2017. Definitional and conceptual muddling: Identifying the positionality of employee engagement and defining the construct. Human Resource Development Review16(3), pp.263-293.

Stoyanova, T. and Iliev, I., 2017. Employee engagement factor for organizational excellence. International Journal of Business and Economic Sciences Applied Research (IJBESAR)10(1), pp.23-29.

Vance, R.J., 2006. Employee engagement and commitment. SHRM foundation, pp.1-53.

 

 

 

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