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
Hi Shamalka,
ReplyDeleteOther than what you have brought forward, employees can help the organisation create or reduce its competitive advantage by strengthening or weakening an organisation’s culture and it is therefore vital that employees’ attitudes and behavior remain aligned to the organisation’s culture to ensure they remain engaged (Siddhanta and Roy, 2010). On the other hand, employees prefer working for an organisation that has a positive reputation and that this type of organisational culture must be encouraged as employees feel a sense of pride and contribute to this reputation, thus improving the level of engagement within the organisation (Garber, 2012). The Social Exchange Theory, suggests that a supporting culture in the work environment encourages employee engagement by embracing fair compensation and benefit structures (Suharti and Suliyanto, 2012). Therefore, when an organisation adopts a culture that creates a sense of belonging amongst its employees, engagement is enhanced (Smith, Peter and Caldwell, 2016).
Yes I agree with your comment ,further when the employees feel positive emotions they are in a position to think in a more flexible and a open minded way and also likely to feel greater self control and cope more effectively in the organization(West,2005).
DeleteIn addition to what you have mentioned,some employees may have engagement positioning personality traits, that is aspect of a person that are likely to give them a predilection for being engaged. These behaviors may also cause the individual to suffer when they are banned from engaging. Vosburgh (2008) has highlighted the need for consultants and researchers to identify those characteristics that incline individuals to engage.
ReplyDeleteKahn (1990) conceptualized personal disengagement as “the withdrawing or defending of oneself physically, cognitively or emotionally during their work role performance. It seems that disengaged employees are detached emotionally and cognitively from the real work set up and their behavior became unresponsive, robotic, effortless towards their performance.This might be due to several reasons such as lack of autonomy, perceived little opportunity of advancement in the job and lack of interaction, absence of motivation from superiors and so on. Since employees satisfaction, commitment and involvement are missing; their intention and purposes disappeared to perform.
ReplyDeleteHi Shamalka, results of a survey conducted by Postgraduate Institute of Management (PIM) among 12000 employees of IT, apparel sector & BPO/KPO sector in Sri Lanka revealed that “Meaningfulness and the awareness of the job, supportive senior management and supportive co-worker relationship are the factors that drive employee engagement”(Daily FT, 02/10/2017)
ReplyDeleteYes agreed, the employee engagement is defined as a positive attitude of the individuals towards the company and its values. (Robinson et al.,2004)
ReplyDeleteCovering the area of burnout, to avoid the pursuit of engagement resulting in disengagement and burnout, managements need to ensure that employees are not put under too much pressure, are provided with support when required and are recognized for what they can achieve with the resources they have available (including their own skills and ability to exert effort). Alfes et al (2010) concluded that a responsible approach to engagement requires a work environment that does not just demand more but fosters a balance in people’s lives.
ReplyDeleteYes Nalin,Agreed with your comment ,The negative side of engagement is burnout and once the employees are under too much of pressure the burnout could take place(Amstrong,2014) and therefore should not put them under too much pressure which will caused to a disengagement .However as stated by Reilly and Brown(2008)by implementing appropriate rewards practices and processes on financial and non financial could help to improve employee engagement
ReplyDeleteSince you have mention the turnover I will like to add furthermore, Kelleher, (2013) mentions that turnover is expensive because the cost of replacing departing employee, factoring in recruiting costs, training and development and defeat of production. So better to keep an eye on this employee turnover facts the betterment of the organization grows.
ReplyDeleteYes Agreed,further employee engagement can improve the well being of employees and reduce staff turnover (Memon et al,2014).Further since employee turnover is disruptive and costly it is a vital requirement to measure employee turn over and calculate the cost to enable to forecast future losses (Amstrong,2014).
ReplyDeleteNice Post! Try these 50+ unique Online Team building Activities. It could be modified or customized according to your remote teams based on your suitability.
ReplyDelete