DRAW BACKS OF EMPLOYEE ENGAGEMENT

Draw Backs of Employee Engagement

Engaged employee is the success of any organization in achieving high level performance and it is a motivational factor (Kazimoto, 2016). However, some literature suggest that there are some  draw backs of employee engagement, as a highly engaged employee will have a negative impact on their family life (Bolino & Turnley, 2005).

Seylan Bank’s future outlook in order to enhance employee engagement

Seylan Bank PLC which is a leading commercial bank in the country states that the best technology in the world cannot replace the loyalty, dedication and commitment of  3199 staff  they have in the organization. They enjoy an inspiring and enabling working environment where every one is given the opportunity to achieve their full potential, and have embraced the banks forward looking initiatives with the usual enthusiasm and commitment. The achievement is always the results of the combined efforts of all employees. Employee engagement has resulted in achieving high performance in the organization. Further, as the bank has taken necessary strategies in enhancing the employee engagement level, each member has a part to play and they have contributed wholeheartedly as one team towards reaching bank’s goals.

Seylan bank is proud to have such a group of highly engaged employees and still, the bank values the sustainable work life balance of the employees. In order to have a motivated staff, the bank presently gives out several benefits to the employees including; Staff welfare and enhancing opportunity for career development, Remuneration and performance based incentive schemes, Improve training and development on banking product and services and retaining existing talents, strengthen motivation processes and staff recognition. Other than that the bank also focuses on, consolidation of multitasking environment in branch banking with multi service counter proposition, strengthening the performance driven environment in the bank and fast tracking of career progressions of juniors and middle level positions to meet the business demand (Annual Report, p. 7-318).

Conclusion

Employee engagement is one of the most important factors in enhancing the organizational performance. Engaged individuals will understand the duty in the company strategy as well as how to achieve the company goals .The engaged employees involved and focus for success, and also a good team player. Further the organization should always check the employee engagement level from time to time and give them the information and additional knowledge which is required. Also the appreciation, giving them the respect, recognition and rewarding them would motivate employee engagement and will be in a position to achieve the company goals improve the company performance. Further open communications, networking with employees, recognition of their efforts, rewards, opportunities, talent management, empowerment and feedback enhance the belief of an employee to stay or retain in an organization

References

Bolino, M. C., & Turnley, W. H. (2005). The Personal Costs of Citizenship Behavior : The Relationship Between Individual Initiative and Role Overload , Job Stress , and Work – Family Conflict, 90(4), 740–748. https://doi.org/10.1037/0021-9010.90.4.740

        Kazimoto, P. (2016). Employee Engagement and Organizational Performance of Retails Enterprises, (April), 516–525.

RELATIONSHIP BETWEEN EMPLOYEE ENGAGEMENT ,JOB SATISFACTION AND TURNOVER INTENT

Relationship between Employee Engagement, Job satisfaction and turnover intent

Job satisfaction is related to company commitment, job involvement, organizational citizenship behaviors and mental health and therefore job satisfaction will have an impact on employee engagement and this will negatively relate to turnover and stress (Lu Lu, Gursoy, & Neale, 2016).

Employee engagement and Organizational Performance

There is a positive relationship between employee engagement and organizational performance outcome, employee retention ,productivity,  customer loyalty and safety (Kataria, A., Garg, P., & Rastogi, 2013).

Researches further indicates that engagement is positively relates to customer satisfaction and three general behaviors are being consistently shown by an engaged employee which will enhance company performance and they are Say,Stay and Strive (Anitha, J., 2014).

Say – The employee advocates for the organization to co workers and refers potential employees and clients.

Stay –The employee wish to be a member of the company as the employee gets the opportunity to work in any other place.

Strive-The employee provide additional time,effort for the success of the organization. 

The role of a line manager in improving employee engagement

 There are certain  duties of the line managers for a high level of employee engagement including, understanding strengths and weaknesses of the employees, continuous feedback and removing unnecessary distractions for the path (Alfes, Shantz, Truss, & Soane, 2013). Confidence should be given in every possible way by showing commitment towards individual success (Vakola & Nikolaou, 2005). As a line manager challenge people within area of distinctive strength and focus on employees skills and knowledge with a view of converting talents in to strengths (Renwick, 2003). Further the individuals should be given about their ownership and creation of the outcome (Kramer, 2010).

References

       Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. International Journal of Human Resource Management, 24(2), 330–351. https://doi.org/10.1080/09585192.2012.679950

   

        Kataria, A., Garg, P., & Rastogi, R. (2013). Employee Engagement and Organizational Effectiveness : The Role of Organizational Citizenship Behavior. International Journal of Business Insights & Transformation, 6(1), 102–113. https://doi.org/10.1530/jrf.0.0800425

        Kramer, B. (2010). Employee ownership and participation effects on outcomes in firms majority employee-owned through employee stock ownership plans in the US1. Economic and Industrial Democracy, 31(4), 449–476. https://doi.org/10.1177/0143831X10365574

       J., A. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308–323. https://doi.org/10.1108/IJPPM-01-2013-0008

Lu, L., Lu, A. C. C., Gursoy, D., & Neale, N. R. (2016). Work engagement, job satisfaction, and turnover intentions: A comparison between supervisors and line-level employees. International Journal of Contemporary Hospitality Management, 28(4), 737–761. https://doi.org/10.1108/IJCHM-07-2014-0360

Renwick, D. (2003). Line manager involvement in HRM: An inside view. Employee Relations, 25(3), 262–280. https://doi.org/10.1108/01425450310475856

  

Vakola, M., & Nikolaou, I. (2005). Attitudes towards organizational change: What is the role of employees’ stress and commitment? Employee Relations, 27(2), 160–174. https://doi.org/10.1108/01425450510572685

DIMENSIONS AND FACTORS AFFECTING EMPLOYEE ENGAGEMENT

Definitions of Employee Engagement

Employee engagement has been defined in various ways over the years depending on the author. The enthusiasm for work which makes an employee to get involved and satisfy with work can be defined as employee engagement (Harter et al., 2002). When an employee demonstrates a positive, accomplished working mindset which can be characterized by dedication and absorption can be considered as an engaged employee (Kuok & Taormina, 2017). The positive attitude of an employee towards the organization and its value is considered as employee engagement an engaged employee would be aware of the business affairs and maximize performances for the betterment of the organization (Hettiararchchi & Jayarathna, 2014).

Engaged performance of an employee can be achieved when the ardor for the work is stimulated resulting organizational success (Singh & James, 2016). Further, the extent to which employees put discretionary effort in to their work, in the form of extra time, brain power or energy is defined as employee engagement (Towers Perrin, 2003).

Dimensions of Employee Engagement

In any organization, the work force comprises of four types of employees; highly engaged, moderately engaged, passively engaged and actively disengaged (Wildermuth & Pauken, 2008). In a highly engaged environment employees are totally engaged whereas in a moderately engaged environment employees are nearly engaged, in a passively engaged environment the employees are nearly engaged as well as nearly disengaged and and finally actively disengaged  employees are the ones who are totally disengaged (Chandani et al., 2016).

There are three different facets of engagement as intellectual engagement, effective engagement and social engagement (Singh & James, 2016). Intellectual engagement is the employee thinking positively and hard about the work assigned and how could perform better (Shuck & Wollard, 2010). Effective engagement is thinking positively about carrying out a perfect job (Dalal, Brummel, Wee, & Thomas, 2008) and Social engagement is actively discussing with the others at work with regard to related improvements (Singh & James, 2016).

Factors Enhancing Employee Engagement

Firstly, organizations need to understand the drivers of employee engagement (Gruman & Saks, 2011).                                                                                                                                                             

 Job Challenge - When the scope of the job is large the employee gets more chances in engaging in     the job.

Autonomy -     The freedom that is being given to the employee to organize the work schedule and organize the way of performing which provide them the ownership and control.

Variety - This is the job that gives the employee to perform variety of duties by using different knowledge levels.

 Feedback - Giving the employee a feedback of the performance (Luthans & Peterson, 2002).

Fit  - This allows the employee to believe consistently

                                    Opportunities   for development - Giving the job meaningful as the employer gives pathways for the  individuals carrier development and growth

 Rewards & Recognition -   Giving   necessary rewards and recognition which in turn impact on staff motivation.

Another important factor could be quality of leadership given by the line managers in performing the duties as employee engagement requires a proper leadership through focusing on a clear mission, vision and values and further it is discussed that an effective recruitment and orientation programs are the first instance of the first day of an employee (Markos & Sandhya, 2010). Almost two thirds (60%) of the surveyed employees require additional opportunities to grow forward in order to stay satisfied in their performing jobs.

A crucial ingredient in the employee engagement and retention formula is the strong Manager employee  relationship (Attridge, 2009). Furthermore a manager need to do five things to create a highly engaged work force, such as Align efforts with strategy, Empower, Promote and encourage team work and collaboration, help people to grow and develop and provide support and recognition where appropriate (Bakker & Demerouti, 2008).

By assigning a proper job could enhance the engagement. Further the employees at the start  come for their employment for the salary however the employee  get engaged at their assigned duties since the employees engaged work  is meaningful (Seijts & Crim, 2006). Organizing learning and development programs, Developing engagement through Rewards systems, recognition and promotions  are  factors that enhance employee engagement (Bartlomiejczuk, 2015). Therefore when employees are more engaged it tends to increase productivity (PratimaSarangi & Nayak, B., 2016).

The Components of Employee Engagement

There are three overlapping components of engagement which is been introduced by Institute for Employments studies which are; commitment,organizational citizenship behavior and motivation (Zayas-ortiz, Rosario, Marquez, & Gruñeiro, 2015).

References

       Attridge, M. (2009). Measuring and managing employee work engagement: A review of the research and business literature. Journal of Workplace Behavioral Health, 24(4), 383–398. https://doi.org/10.1080/15555240903188398

      

       Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209–223. https://doi.org/10.1108/13620430810870476

       

      Bartlomiejczuk, G. (2015). How do Recognition Programs Impact Employee Engagement and How have Companies with a Large Global Footprint Structured such Programs to Drive Results? Cornell University.

        Chandani, A., Mehta, M., Mall, A., & Khokhar, V. (2016). Employee engagement: A review paper on factors affecting employee engagement. Indian Journal of Science and Technology, 9(15). https://doi.org/10.17485/ijst/2016/v9i15/92145

        Dalal, R. S., Brummel, B. J., Wee, S., & Thomas, L. L. (2008). Defining Employee Engagement for Productive Research and Practice. Industrial and Organizational Psychology, 1(1), 52–55. https://doi.org/10.1111/j.1754-9434.2007.00008.x

     Dr. PratimaSarangi, & Dr. Bhagirathi Nayak. (2016). Employee Engagement and Its Impact on Organizational Success – A Study in Manufacturing Company, India. IOSR Journal of Business and Management (IOSR-JBM) , 18(4), 52–57. https://doi.org/10.9790/487X-1804015257

        Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123–136. https://doi.org/10.1016/j.hrmr.2010.09.004

       Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268

        Hettiararchchi, H. A. ., & Jayarathna, S. M. D. . (2014). The effect of Employee Work Related Attitudes on Employee Job Performance: A Study of Tertiary and Vocational Education Sector in Sri Lanka. IOSR Journal of Business and Management, 16(4), 74–83. https://doi.org/10.9790/487X-16447483

       Kuok, A. C. H., & Taormina, R. J. (2017). Work engagement: Evolution of the concept and a new inventory. Psychological Thought, 10(2), 262–287. https://doi.org/10.5964/psyct.v10i2.236

        Luthans, F. J., & Peterson. (2002). Employee engagement and manager self-efficacy: Implications for managerial effectiveness and development. Journal of Management Development Human Resource Management International Digest Strategic HR Review Iss Human Resource Management International Digest Iss, 21(17), 376–387. https://doi.org/10.1108/02621710210426862

  Markos, S., & Sandhya, S. (2010). Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12), 89–96. https://doi.org/E-ISSN 1833-8119

      

       Seijts, B. G. H., & Crim, D. (2006). What engages employees the most or, the ten C’s of employee engagement. Ivey Business Journal, 23(4), 1–6. https://doi.org/10.1306/D42695F3-2B26-11D7-8648000102C1865D

    Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89–110. https://doi.org/10.1177/1534484309353560

      Singh, M., & James, P. S. (2016). Antecedents and consequence of work engagement: A literature review. International Journal of Applied Business and Economic Research, 14(12), 8635–8656. https://doi.org/10.1108/02683940610690169

      Towers Perrin. (2003). Working today: Understanding what drives employee engagement: The 2003 Towers Perrin talen report, 1–35. https://doi.org/10.13109/prkk.2007.56.4.310

      Wildermuth, C. D. M. E. S., & Pauken, P. D. (2008). A perfect match: Decoding employee engagement - Part II: Engaging jobs and individuals. Industrial and Commercial Training, 40(4), 206–210. https://doi.org/10.1108/00197850810876253

    Zayas-ortiz, M., Rosario, E., Marquez, E., & Gruñeiro, P. C. (2015). Relationship between organizational  commitments and organizational citizenship behaviour in a sample of private banking  employees. International Journal of Sociology and Social Policy, 35(January), 91–106. https://doi.org/10.1108/IJSSP-02-2014-0010

INTRODUCTION ON EMPLOYEE ENGAGEMENT

Introduction

In order to achieve organizational performance goals employee engagement could be considered as an important factors well as a factor of motivation (Chandani, Mehta, Mall, & Khokhar, 2016). A good working environment will in turn enable the employee to give highest results to the company (Velotti, Zavattini, & Garofalo, 2013).

Managers agree that presently there is a demand for  efficiency and productivity than any other times before as businesses are taking every effort to increase the productivity and profitability (Harter, Schmidt, & Hayes, 2002). Today Managers are facing many challenges in putting themselves among the competitors .There had been been certain techniques suggested by different researches such as Total quality management and Business process Engineering and same was found useful in enhancing company performance by focusing on operational and process improvements (Kaynak, 2003).

Once the employees are committed on assigned duties in an enthusiastic working environment, employees become highly motivated and encouraged to achieve set targets and goals at highest level. Furthermore managers prefer to retain engaged employees over disengaged employees (Agustin & Glavas, 2012).

The word, engagement has been replaced with the words such as job satisfaction, motivation and commitment recently (Schaufeli, Leiter, & Maslach, 2009). Further, engagement defines the employee commitment and positive behaviors aligned with achieving organizational goal and objectives (Shuck & Wollard, 2010).

REFERENCES

Aguinis, H., & Glavas, A. (2012). What We Know and Don’t Know About Corporate Social Responsibility: A Review and Research Agenda. Journal of Management, 38(4), 932–968. https://doi.org/10.1177/0149206311436079

Chandani, A., Mehta, M., Mall, A., & Khokhar, V. (2016). Employee engagement: A review paper on factors affecting employee engagement. Indian Journal of Science and Technology, 9(15). https://doi.org/10.17485/ijst/2016/v9i15/92145

Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management, 21(4), 405–435. https://doi.org/10.1016/S0272-6963(03)00004-4

Schaufeli, W. B., Leiter, M. P., & Maslach, C. (2009). Burnout: 35 years of research and practice. Career Development International, 14(3), 204–220. https://doi.org/10.1108/13620430910966406

Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89–110. https://doi.org/10.1177/1534484309353560

Velotti, P., Zavattini, G. C., & Garofalo, C. (2013). Lo studio della regolazione delle emozioni: Prospettive future. Giornale Italiano Di Psicologia, 40(2), 247–262. https://doi.org/10.1002/job.515