Employee Engagement
Impact of Employee
Engagement in Human Resource Management today
Engagement is an
important HR variable for the majority of organisations. It helps enable the
organisation to deliver a superior performance and gain a competitive
advantage. Engaged employees make
additional effort, learn more, and faster, and are more creative. In
addition that, they are organisation's ambassadors. Furthermore,
engagement is a good predictor of customer satisfaction,
personnel retention, productivity and profitability.
Engagement
takes committed and motivated employees to the next level. Engaged
employees concentrate on the goals of organisation and on the results that
as an organisation expect from them. They have the feeling that they
really can contribute to the success of the organisation and that all
their abilities are being utilized.
According to Guest
(2013) one of the attractions of engagement is that it is clearly a good thing.
Managers are attracted to the concept because they like the idea of having
engaged employees and dislike the prospect of having disengaged employees. Reilly
and Brown (2008) revealed that the terms job satisfaction, motivation and
commitment are generally being replaced now in business by ‘engagement’ because
it appears to have more descriptive force and face validity
According to Truss
et al (2013) individuals can be personally engaged in their work,
investing positive emotional and cognitive energy into their role performance,
was first proposed by William Kahn (1990) in his seminal article in the Academy
of Management Journal. Schaufeli (2013) founded that It is not entirely
clear when the term engagement was first used in relation to work, but
generally the Gallup Organization is credited with coining the term, sometime during
the 1990s’
Why Engagement is so
important today?
Truss et al
(2013) discovered that engagement may establish the mechanism through which HRM
practitioners’ impact individual and organizational performance. As
Dessler (2013) commented that employee engagement is very important, because
many employee activities, including turnover, reflect the degree to which
employees are engaged.
For example, based on
surveys by the Gallup organization, business units with the highest levels of
employee engagement have an 83% chance of performing above the company median,
while those with the lowest employee engagement have only 17% chance of
performing better than the company median.
A survey by
consultants Watson Wyatt Worldwide concluded that companies with highly engaged
employees have 26% higher revenue per employee. The director of recruiting at
the non profit Fair Trade USA believes boosting engagement helps to explain the
firm s subsequent 10% drop in turnover. A recently Harvard Business Review
article explained that when it comes to customer service, satisfied employees
are not enough.
REFERENCE
Dessler, G (2013)
Human Resource Management (13th edition)
Guest, D E (2013)
Employee engagement: fashionable fad or long-term fixture? in (eds)
Truss, C, Deldridge,
R, Afles, K, Shantz, A and Soane, E (2013) Employee Engagement in Theory and
Practice, London, Routledge, pp 221–235
Reilly, P and Brown,
D (2008) Employee engagement: future focus or fashionable fad for reward
management? WorldatWork Journal, 17 (4), pp 37–49
Schaufeli, W B
,Truss, C, Deldridge, R, Alfes, K, Shantz, A and Soane, E (2013)
Employee Engagement in Theory and Practice, London, Routledge, pp 15–35
Truss, C, Deldridge,
R, Alfes, K, Shantz, A and Soane, E (2013) Introduction, Employee Engagement in
Theory and Practice, London, Routledge
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