Employee Engagement on Banking Organization
Employee
Engagement
October 17 , 2018
Employee engagement is the positive attitude held by
the employee towards the organization and its values (Robinson et al , 2004 ,
cited in Caplan , 2011) . Evans & Lindsay (2011) states that the Employee Engagement is the emotional
commitment employees have towards the organization and its goal. Employee
engagement is further defined as a work
place approach designed to ensure that employees are committed
to their organization goals and values motivated to contribute to organizational
success and are able at the same time to enhance their own sense of well-being (
Macleod and Clarke , 2009, cited in Armstrong et al 2010 ) . An engaged
employee is the one who is aware of business contact and works closely with colleague
to improve performance with in the job the benefit of organization (Bevan et al
, 1997 , cited in Armstrong et al , 2010) .
Characteristics
of an Engage Employee
Caplan (2011) identifies Characteristic of Engage
Employee as follows ,
1 Feel Respected & treated fairly in area such
as pay, benefits, Job security & Opportunity
2. Know that they are listening to and that they are
opinion count.
3. Understand how they contributes to organizational
goals and success.
4.feel proud of their jobs and they are
accomplishments.
5 now what the future might hold for them and how
they might be supported to get there.
6. Enjoy good
productive relationship with their for works
Figure.1: The IES Model of employee engagement
(Source:
Armstrong et al, 2010)
According to the IES Model 03 components are
contributed to create Employee engagement concept.
Commitment- Commitment represents the strength of an
individual’s identification with, and involvement in, an organization (Armstrong
and Taylor , 2014) .To build sound foundation for employee commitment fair
process , employee involvement , evolving business strategies and work re
design should be placed (Sharma , 2002) .
Motivation- Motivation is the force that energizes,
directs and sustains behavior. High performance is achieved by well-motivated
people who are prepared to exercise discretionary effort (Armstrong, 2010) .
Organizational citizenship behavior –Organizational
citizenship behavior is an outcome of the attitudes of job satisfaction and
organizational commitment (Little and Little , 2006 , cited in Armstrong and
Taylor , 2014 ) . Organizational citizenship behavior is the noncompulsive, helpful, and constructive
behaviors that are directed to the organization or to its members (Bateman and
Organ , 1983; Podsakoff and MacKenzie , 1994 , cited in Donavan et al , 2004 ).
Further Job Satisfaction & Empowerment is considered as components of Employee
Engagement. Empowered
employees will display sufficient confidence to do whatever is necessary to
meet customer service needs, they will understand and manage potential tensions
between organization. The empowerment of employees will result in the desire
out comes (Barry, 1993 ; Johonson & Redmon , 1998 , cited in Lashley , 2001).
Job Satisfaction was defined by Locke as
‘a pleasurable or positive emotional state resulting from the appraisal of
one’s job and job experiences’ (Locke , 1976 : 1304 , cited in Armstrong and
Taylor , 2014) . Engaged employees are more likely than not to be satisfied
with their jobs. Job satisfaction is regarded as an antecedent of work engagement
(Yalabik et al , 2013: 2805 , cited in Armstrong and Taylor , 2014) .
Importance
of Employee engagement
According to Armstrong et al (2010) higher level of
Employee engagement produces organizational benefits such as Higher
productivity / performance , Low staffs turn over ,Better attendance . Employee
engagement improves Safety level of the organization ( Vance , 2006 cited in
Armstrong and Taylor , 2014 ). Further high levels of engagement results
in lower absenteeism and higher
employee retention , increases in
employee effort and productivity , improvement of quality and reduction of
error rates , increase of sales, higher profitability, earnings per share and
shareholder returns, enhancement of
customer satisfaction and loyalty , faster business growth and higher likelihood of business success (Stairs
and Galpin , 2010 , cited in Armstrong and Taylor , 2014 ) .
Drivers
of Employee engagement
According to Crawford et al (2013 ) main
Drivers of Employee engagement are Job challenge , Autonomy , Variety ,
Feedback ,Fit , Opportunities for development , Rewards and recognition . Job
Challenge is created with responsibility and work load ,where most of the bank
employees are dealt with Job Challenge with current volatile market conditions
. Autonomy is freedom allowed to employees to work ,which the Employees in
organizations like financial institutions are delegated the authority to work
freely with in the applicable limits . Job autonomy is considered as a chief
characteristic of work and possibly the most extensively studied job
characteristic. There is growing evidence to suggest that although employees
are working harder and they take their work much seriously but still they seem
to be less passionate and less satisfied and less committed to their
organization because they are restricted from working freely and making
decisions regarding their own work by themselves according to Naqvi et al (2013)
.
Variety is expected with providing multi tasks
,different activities to the employees ,which is achieved with job rotation in
the branch/department or organization .Feedback
is the review of the performances of the employees ,where most of the Private
Organizations ,including private banks are used establish periodic performance appraisal systems to
provide feedback to their employees .Job
Fit can be identified as the
rapport of the employee with the organization and among its co-workers.
Person-job fit can be a reasonable predictor of job performance because
individuals with high person-job fit had found to have positive work outcome (
Edwards , 1991 , cited in June and Mahmood , 2011) . Accordingly Job Fit is achieved by day to team work
activities , get together functions and annual branch trips . Opportunities for
development are provided in the view of growth and development of the employees
in their career. Employees of fees all
03 leading commercial banks in the country ,Commercial Bank ,HNB and
Sampath Bank are given higher educational benefits such as providing concessionary
loan schemes for MBAs,Phds and reimbursement
of course fees, exam fees to their
employees .Rewards and Recognition is also done in organizational level ,where
the achievements of the employees are
recognized and rewarded , which may cause directly or indirectly to the success
of the organization in the long run .
How
to enhance Employee engagement
1. Through line managers-Line Managers play key role
in Employee engagement ,where the Line
Managers should make employees aware of their individual strengths , provide
continuous feedback on how those strengths are being used , ‘clear the path’ so
that employees can do what they do best without unnecessary distractions ,build
trust by showing commitment to the employee’s success, challenge people within
areas of their distinctive strengths, focus upon particular skills and
knowledge in order to build talent into strength, give employees ownership and
creation of their outcomes (Coffman and Gonzalez-Molina , 2002 , cited in
Armstrong and Taylor , 2014 ) . However ineffective line managers may lead to
develop distress among the employees and to increase labor turn over of an
organization .
2. Job design-Job design assist the employees to identify
their job roles and related desk instructions of the assigned job .
3. Learning and Development Programs-Learning and
development programs assist the
employees to learn job functions and develop their job skill levels ,abilities
,which ensure the employee engagement according to Armstrong and Taylor (2014) .
All Bank Employees of our Organization is provided a Learning and development
opportunities by establishing Learning and development culture in the
Organization . All the branches and Departments are encouraged to have in-house
training programs on monthly basis .
4. Use of evidence base management techniques-This
refers to the information gathered from recruitment interviews ,inductions data
, intention to leave surveys ,exist interview questionaries’ ,focus group and
attitude surveys Armstrong et al (2010) .
Table
1.0 : Reasons for employee turnover
Reason
for Turnover
|
Male
|
Female
|
Grand
Total
|
To
join other competitor organizations
|
13
|
5
|
18
|
To
join other organizations
|
18
|
8
|
26
|
Migration
|
36
|
17
|
53
|
Higher
studies
|
9
|
6
|
15
|
Personal
reasons
|
8
|
24
|
32
|
Retirement
|
8
|
6
|
14
|
Other
|
13
|
10
|
23
|
Grand
Total
|
105
|
76
|
181
|
Percentage
(%)
|
58
|
42
|
100
|
(Source: Sampath Bank, Annual Report, 2017)
5.Through performance management- Performance
Management process is done by establishing a performance appraisal systems
,where the performances of employees are reviewed periodically .
6. By developing Reward Management – Reward
Management process is established for the entire staff ,where the employees are
rewarded with multiple bonuses ,foreign tours and scholarships based on the
performances [mainly the financial performances] during a particular year .
Reilly and Brown (2008) developed a Reward Management model to build and
improve employee engagement of the organization.
Figure
3.0 : Reward policies influence performance through engagement
Culture/people
management
•
Supportive supervisors
•
Regular open feedback
• Team working
•
Involvement in decision-making
•
Career development
• Work–life balance
|
----------Ã
Staff
attitudes and commitment
•
Satisfaction with pay and recognition
• Treated fairly
•
Feeling involved and developed
•
Identification with organization
|
Performance
|
------Ã
----Ã
Rewards
•
Performance pay
• Variable pay
• Team rewards
•
Recognition
• Reward for customer service/quality
•
Single status
|
(Source: Reilly and Brown cited on Armstrong
et al , 2010)
Draw
backs of Employee Engagement
There is a negative side to engagement – burnout or
disengagement Burnout is described as ‘a syndrome of emotional exhaustion and
cynicism’ (Maslach and Jackson , 1981, cited in Armstrong and Taylor , 2014 ) .
Burnout is caused as a result of high workloads ,high pressure on the employee
to perform to achieve unrealistic targets of the organization . Burnout will
lead to failure, low productivity, demotivation increase absenteeism or leaving
the organization and lead to deteriorate
of quality of the production level .
Burnout or Employee Disengagement can be seen in
Commercial Banks mainly due to unrealistic targets with the high competition in
the banking sector in Sri Lanka .And also Quality of the Lending portfolios has
been deteriorating through out last year .
Credit Growth of the industry was only 16.1% during
the year 2017 ,where the Credit Growth of the One of the leading Commercial Bank
in Sri Lanka was 22.5% during the year 2017 (Sampath Bank Annual Report , 2017).
This show case bank has been able to out perform the industry norm .However the
Labor Turn over is reported as 4.51%
during the year (Sampath Bank Annual Report , 2017) .
Reference
List
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Reilly , P. (2010) Evidence-Based Reward
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Caplan , J . (2011) The Value of Talent, Promoting talent Management across the
organization . London: Kogan Page
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Crawford, E R. , Rich, B. L . , Buckman, B. and
Bergeron , J. (2013) The antecedents and
drivers of employee engagement . In : Catherine Truss, Kerstin Alfes, Rick
Delbridge, Amanda Shantz, Emma Soane (eds.) Employee
Engagement in Theory and Practice . London : Routledge , 57-81 .
Donavan , D.T. , Brown , T.J. and Mown , J.C. (2004)
Internal Benefits of Service-Worker Customer Orientation: Job Satisfaction,
Commitment, and Organizational Citizenship Behaviors . Journal of Marketing, (1)131-131 .Source-https://www.researchgate.net/profile/Todd_Donavan/publication/200824206_Internal_Benefits_of_Service-Worker_Customer_Orientation_Job_Satisfaction_Commitment_and_Organizational_Citizenship_Behaviors/links/0c9605390a93a7442c000000/Internal-Benefits-of-Service-Worker-Customer-Orientation-Job-Satisfaction-Commitment-and-Organizational-Citizenship-Behaviors.pdf[Accessed
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R.(2011) The Relationship between Person-job Fit and Job Performance: A Study
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Ali , M.(2013) Impact of Job Autonomy on Organizational Commitment and
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Hi. Kasun, you have elaborated employee engagement in practice with the banking sector. I suggest it is vital if level of employee engagement could be measured. Currently there are several employee attitude surveys in use. Variety of parameters such as extent of an employee’s pride about their organization, capability and willingness to work as a team, willingness to go the extra mile, belief about organizational products and services and their belief that the organization provides them opportunity to perform at their best (Robinson, 2007).
ReplyDeleteThanks for your comments .
DeleteEngagement surveys provide the basis for the development and implementation of engagement strategies. A review by Vance (2006) of a number of such surveys identified the following common themes:1. pride in employer; 2. satisfaction with employer; 3. job satisfaction; 4. opportunity to perform well at challenging work; 5. recognition and positive feedback for one’s contributions; 6. personal support from one’s supervisor; 7. effort above and beyond the minimum;8. understanding the link between one’s job and the organization’s mission; 9. prospects for future growth with one’s employer; 10. intention to stay with one’s employer. It is also important to inform employees of the results of the survey in full and involve them in assessing the results and agreeing actions (Armstrong and Taylor , 2014) .
Kasun, In your blog you have clearly identify the important areas of employee engagement towards the banking sector. In addition, Personality is a key influence on the process of perception. Bowditch and Buono (2001:46) suggest that, “our personality acts as a kind of perceptual filter or frame of reference which influences our view of the world”. Therefore, it is argued that it is our personal perception of our social and physical environment that shapes and directs how engaged an employee is, rather than some objective understanding of an external reality.
ReplyDeleteThanks for your comments .Partly Agree with your comments .Alfes et al (2010) saw engagement as having three core facets: 1 intellectual engagement – thinking hard about the job and how to do it better; 2 affective engagement – feeling positively about doing a good job; 3 social engagement – actively taking opportunities to discuss work-related improvements with others at work.Above factors should related to the individual personality .Further Organizational citizenship behavior is affected the employee engagement ,which defined by Organ (1988) as the employee behaviour that goes above and beyond the call of duty and contributes to organizational effectiveness .However External factors such as behavoiurs of Line managers and Job design may affect the effectiveness of employee engagement .
DeleteKasun, as you have connected employee engagement with the banking sector, it clearly shows how critical the employee engagement is for the organization like banks. Banks are always dealing with the customers. Therefore the employee engagement needs to be with the processes as well as the customers. It’s a common thing that banks are growing up with the Information Technology in these days. Therefore I like to discuss about the innovation part with linked with the employee engagement. As Aktar (2016) explains, employees’ innovative and creative work will be important for the organization. Innovative in the sense, the employees need to put their engagement to innovative things more than what their Job Description states.
ReplyDeleteThanks for your comments .CIPD (2012: 1) noted that Engagement is not about driving employees to work harder but about providing the conditions in which they will work more effectively – it is about releasing employees’ discretionary behaviour. Innovative and creative ideas will generate accordingly .
DeleteFurther High level of engagement helps employee to improve his/her innovative thinking. According to the Lockwood (1997) high level of engagement helps employees in taking initiative and pursuing learning goals.
DeleteHi Kasun,well structured Blog assignment.Employee engagement is a critical factor for the development of an organization. According to the six points which you have mentioned in the blog, seems that employee engagement covers almost all the human resource management areas. As it clearly defined by Sarangi and Nayak (2016) employee engagement is the devotion, passion of employees. These two factors will make an enthusiastic employee which engages with organizational tasks.
ReplyDeleteWhile agreeing with the elaboration made on employee engagement by you Kasun,
I would like to add another aspect which affects your topic. Biographical parameters have been identified as these factors by engagement surveys. The phenomenon was identified by Robinson et al.’s (2007) through a survey of employee engagement in eight organizations among different sectors. Wish you all the best Kasun.
This comment has been removed by the author.
DeleteThanks for your comments . Yes,I agree with your comments.Engagement levels can vary according to different biographical and personality characteristics. Younger employees may be positive when they first join an organisation, but can quickly become disengaged. Highly extravert and adaptable individuals find it easier to engage. Engagement is a choice; dependent upon what the employee considers is worth investing themselves in. Engagement levels vary according to seniority, occupation and length of service in an organisation but not by sector ( Govindappa and Manjula , 2017 ).
DeleteDear Kasun, Employee Engagement is also a stronger predictor of positive organizational performance clearly showing the two way relationship between employer and employee compared to the three earlier constructs: Job Satisfaction, employee commitment and organizational citizenship behaviour is closely linked with organizational performance outcomes. Employee engagement begins from the top or it is unthinkable to have engaged people in the organizations where there is no engaged leadership (Bhavani, Sharavan and Arpitha, 2015).
ReplyDelete
DeleteThanks for your comments .High level of engagement helps employee to improve his/her innovative thinking. According to the Lockwood (1997) high level of engagement helps employees in taking initiative and pursuing learning goals. Engaged employees develop new ways and means to improve the organization’s performance levels and go extra mile.
Further Highly engaged employees are always cause to increase the revenue and profitability of the company. Gallup research found that higher employee engagement results higher earnings per share of publicly-traded businesses. (Gallup, 2004 cited in Ott, 2007)
DeleteKasun, having similar experience in the banking sector and whilst endorsing the content of your article, I wish to bring to your attention the findings of Sharma & Dutta (2016). It highlights the legitimacy of employee engagement through work life balance for banking sector employees in India.
ReplyDeleteAccordingly banks are required to construct a trust based relationship with employees as excellent service delivery. They should invest in employee engagement by influencing the attitudes and behavior of employees, as it leads to business outcomes and customer satisfaction, the key for sustainability. Banks need to identify the expectations of employees in terms of support that can be provided for achieving a better work life balance and advancement in career with job continuity that promotes employee engagement.
Thanks for your comments .Totally agree with you .Further Effective Employee engagement leads high employee retention within the organization mainly due to two reasons those are high level of motivation and Low level of working stress. Perrin(2003) has found that around 66% of highly engaged employees had no plans to leave their job.
DeleteHi Kasun, your blog is very interesting and it describes how the employee engagement is linked to the banking sector. Since there is an intense competition at present amongst the commercial banks in Sri Lanka, it is important to have actively engaged employees to face the severe competition and achieve organizational objectives. There is a conclusive and compelling relationship between employee engagement and profitability of an organization through higher productivity, higher sales, and increased customer satisfaction and employee retention (Macey and Schneider, 2008).
ReplyDeleteThanks for your comments .Totally agree with you . High level of engagement helps employee to improve his/her innovative thinking. According to the Lockwood (1997) high level of engagement helps employees in taking initiative and pursuing learning goals. Engaged employees develop new ways and means to improve the organization’s performance levels and go extra mile. Further Effective Employee engagement leads high employee retention within the organization mainly due to two reasons those are high level of motivation and Low level of working stress. Perrin(2003) has found that around 66% of highly engaged employees had no plans to leave their job.
DeleteHi Kasun,
ReplyDeleteThanks for comprehensively differentiating Employee engagement and Employee motivation. Many of think both topics are same. But as you explained motivation is just a characteristic of a engaged employee. As per Catteeuw (2007) only satisfaction and long term employment will not meet the Employee Engagement threshold but most important criteria is looking for new effective ways of value addition to the organization.
Thanks for your comments .High level of engagement helps employee to improve his/her innovative thinking. According to the Lockwood (1997) high level of engagement helps employees in taking initiative and pursuing learning goals. Engaged employees develop new ways and means to improve the organization’s performance levels and go extra mile.
DeleteKasun, Your blog covers all areas of Employee Management and its importance for Organizations. According to Smith & Markwick, (2009) employee engagement is having a direct influence over the individual and organizational outcomes. By analyzing these out comes it will give a clear indication on how these out comes will be influence in the insurance Business.
ReplyDeleteHigh level of engagement helps employee to improve his/her innovative thinking. According to the Lockwood (1997) high level of engagement helps employees in taking initiative and pursuing learning goals. Engaged employees develop new ways and means to improve the organization’s performance levels and go extra mile. Highly engaged employees are always cause to increase the revenue and profitability of the company. Gallup research found that higher employee engagement results higher earnings per share of publicly-traded businesses. (Gallup, 2004 cited in Ott, 2007)
DeleteGood read Kasun, however Seijts and Crime (2006) offers interesting insights through what they termed as “Ten C’s of Employee Engagement” namely Connect, Career, Clarity, Convey, Congratulate, Contribute, Control, Collaborate, Credibility and finally Confidence.
ReplyDeleteThanks for your comments . Yes,I agree with your comments.Current level of employee engagement and the work related aspects need to be improved for the purpose of effective employee engagement. According to findings of Govindappa and Manjula (2017 ) the employees are having different opinion and confidence. Here Only the 6 Cs from 10 Cs as major parameters are considered and has been taken with five questions each and total thirty questions are designed for the questionnaire survey. The 6 Cs are: i) Clarity ii) Confidence iii) Convey) Connect v) Credibility and vi) Carrier to measure employee engagement at their work-place.The employees are agreed with these parameters to improve the purpose of effective employee engagement in the organisation and also the organisational and employee outcomes through the effective employee engagement.The analysis showed the employee engagement and its impact on organizational success is depends on 6 Cs parameters . After analysis of employee engagement and its impact on organizational success, they got an average 45.83% employees are strongly agree, 39% employees are agree, 28.33% employees are neither agree nor disagree, 19% employees are disagree and 12% employees are strongly disagree.
DeleteGood effort on the blog Kasun. As a way of strengthening a finding took place through a research conducted in China which revealed that about 80% of engaged employees are not only productive but also less likely to leave the company in a short while, McConnell (2011) argue in a research paper entitled the “essence of work engagement” that since engaged employees are more productive and less likely to quit their organizations compared to disengaged employees, engagement inevitably poses a viable alternative strategy that demands a rigorous research.
ReplyDeleteThanks for your comments .Totally agree with you .Further Effective Employee engagement leads high employee retention within the organization mainly due to two reasons those are high level of motivation and Low level of working stress. Perrin(2003) has found that around 66% of highly engaged employees had no plans to leave their job.
DeleteHi Kasun your blog is perfectly arange. In addition As defined by Burgoyne (2010: 43): ‘Leadership development in the widest sense involves the acquisition, development and utilization of leadership capability or the potential for it.’ Leadership development programmes prepare people for
ReplyDeleteleadership roles and situations beyond their current experience
Line Managers play key role in Employee engagement ,where the Line Managers should make employees aware of their individual strengths , provide continuous feedback on how those strengths are being used , ‘clear the path’ so that employees can do what they do best without unnecessary distractions ,build trust by showing commitment to the employee’s success, challenge people within areas of their distinctive strengths, focus upon particular skills and knowledge in order to build talent into strength, give employees ownership and creation of their outcomes (Coffman and Gonzalez-Molina , 2002 , cited in Armstrong and Taylor , 2014 ) . However ineffective line managers may lead to develop distress among the employees and to increase labor turn over of an organization .
DeleteLearning and development programs assist the employees to learn job functions and develop their job skill levels ,abilities ,which ensure the employee engagement according to Armstrong and Taylor (2014) .
Hi Kasun . You have emphasized what importance of employee engagement to the Company. I would like to comment further about the component of employee engagement , There are two primary factors that drive employee engagement. These factors are based on statistical analysis and widely supported by industry research.
ReplyDeleteEngagement with The Organization measures how engaged employees are with the organization as a whole, and by extension, how they feel about senior management. This factor has to do with confidence in organizational leadership as well as trust, fairness, values, and respect - i.e. how people like to be treated by others, both at work and outside of work.
Engagement with "My Manager" is a more specific measure of how employees relate to their direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and direction, and generally, having a strong working relationship between employee and manager based on mutual respect (Caplan , 2011)
Thanks for your comments . Line Managers play key role in Employee engagement according to Coffman and Gonzalez-Molina (2002) cited in Armstrong and Taylor (2014 ) . However ineffective line managers may lead to develop distress among the employees and to increase labor turn over of an organization .Leaders should always show and make known that they value employees. Good employee engagement is
Deleteonly going to happen if employees feel positive and strong about their relationship with their boss. If they have a negative attitude towards their boss or feel that the boss
has a negative attitude towards them, employee engagement is not going to happen( Govindappa and Manjula , 2017 ).
Hi, Kasun, your blog is clearly described the theory on Employee Engagement which help organizations to increase the productivity.
ReplyDeleteI am commenting on this extract from in such a way, that employee engagement for organizational success should be well define. So you may have to comment on which type of methods we can use.
''KAIZEN projects which is well known as small improvement activities will be the most effective ways for organizational success and Improvements. It was the story behind the Japan success and how they achieve their targets in a small lead time. So your blog will be more enriched with this argument. Also cross functional teams and small overlap team method also a very best way of employee engagement.
Further, I totally agreed with your comments on the blog, burnout or Employee Disengagement can be seen in Commercial Banks mainly due to unrealistic targets with the high competition in the banking sector in Sri Lanka. Focusing the targets, employees are attending to the low quality Lending which gives to the bad effect to the banking industry and also to the current economy in Sri Lanka.
Thanks for your comments .Methods are already discussed under How to enhance Employee engagement .If the Employee engagement is enhanced , performance of organization ,productivity of the organization will be increased . Engaged employees develop new ways and means to improve the organization’s performance levels and go extra mile. Highly engaged employees are always cause to increase the revenue and profitability of the company. Gallup research found that higher employee engagement results higher earnings per share of publicly-traded businesses (Gallup, 2004 cited in Ott, 2007) . Further Effective Employee engagement leads high employee retention within the organization mainly due to two reasons those are high level of motivation and Low level of working stress. Perrin(2003) has found that around 66% of highly engaged employees had no plans to leave their job. Report of Hewitt Associates (2004) discussed about three general behaviors of engaged employee which improve organizational performance regularly.Say - the employee advocates for the organization to co-workers, and refers potential employees and customers. Stay - the employee has an intense desire to be a member of the organization despite opportunities to work elsewhere. Strive - the employee exerts extra time, effort and initiative to contribute to the success of the business
DeleteEmployee engagement is one of the key areas that an organizations strategic human resource Management (SHRM) makes efforts to harness. Since employee engagement directly connects to the company’s core objectives and goals. Employee engagement is measured in three main categories which are, Engaged Employee, not-engaged employee and Actively Disengaged Employee and needs to address every category (Gallup, 2006). In this blog the key factors of the subject is successfully discuses providing comprehensive knowledge to the reader.
ReplyDeleteThanks for your comments . Engaged employees develop new ways and means to improve the organization’s performance levels and go extra mile. Highly engaged employees are always cause to increase the revenue and profitability of the company. Gallup research found that higher employee engagement results higher earnings per share of publicly-traded businesses (Gallup, 2004 cited in Ott, 2007) .
DeleteHi Kasun! You have covered the topic so well. One which struck me most is the term/phrase ‘clear the path’. The opposite is what is ‘a common phenomenon’, in the banking industry. The very existence of some of the financial institutions are threatening to be extinct if not stand on their own is challenged unless sanity prevails are those in authority to take proven steps as in the Maslow’s Theory and bring it course onto the track. It is paramount for the organization aspiring to progress with improbable goals to look with intent and deal diligently with the workforce and their needs, as matter of priority and avoid regrets (Netotea-Suciu et al. 2012).
ReplyDeleteThanks for your comments . Ineffective line managers may lead to develop distress among the employees and to increase labor turn over of an organization . Leaders should always show and make known that they value employees. Good employee engagement is
Deleteonly going to happen if employees feel positive and strong about their relationship with their boss. If they have a negative attitude towards their boss or feel that the boss
has a negative attitude towards them, employee engagement is not going to happen( Govindappa and Manjula , 2017 ).
Hi, Kasun, your blog is clearly described the theory on Employee Engagement. In addition the state of corporate industries is dependent on maximizing profits from existing capabilities, while ecognizing and adjusting to the fact that what may work today may not necessarily work in the future (Kortmann, Gelhard, Zimmermann, & Piller, 2014). To make or maintain their companies’ profitability, leaders of companies must work hard to engage employees (Kortmann et al., 2014).
ReplyDeleteThanks for your comments . Engaged employees develop new ways and means to improve the organization’s performance levels and go extra mile. Highly engaged employees are always cause to increase the revenue and profitability of the company. Gallup research found that higher employee engagement results higher earnings per share of publicly-traded businesses (Gallup, 2004 cited in Ott, 2007) . Further Effective Employee engagement leads high employee retention within the organization mainly due to two reasons those are high level of motivation and Low level of working stress. Perrin(2003) has found that around 66% of highly engaged employees had no plans to leave their job.
DeleteExcellent blog .Further There may be aspects of a person that are likely to give them a tendency for being engaged. Being low in high in extroversion and having a temperament that allows one to adapt and switch between activities may make it easier to engage. The selection of such predisposed individuals may help further the creation of high‐performance cultures.
ReplyDeleteThanks for your comments . Agree with your comments .By not identifying skilled and capability employees for the organization this happens .Recruitment & selection could be considered as one of the key functions of HR Department of a particular organization.For the recruitment & selection process to be effective, it is essential to recognize the organizational values as well as the culture and the candidates’ profiles are assimilated with them, ultimately only the ones who ‘Best Fit’ are engrossed to the organization (Armstrong, 2008).
ReplyDeleteBy building a culture that enables employees to engage in their work, organisations may benefit from staff who are willing to go the extra mile and achieve better financial performance (Baumruk, 2006). However, despite the potential gains of improved engagement levels, Gallup found that more than 80 per cent of British workers are not truly committed to their work, and a quarter of these are dissatisfied and ’actively disengaged’, putting no passion into their work (Flade, 2003).
ReplyDeleteThe levels of employee engagement is a battle of possibility cultural groups in truth exclusively be compared if the acreage emissary of conduct is ingenuous and complementary (invariant) for in every direction groups, and if factor samples were used in determining norms for the measuring instrument. Roughly standardisation, meditating which scantiness agreeable statement of multicultural or cross-cultural groups in normative samples should not he used to assess employee engagement(Truss et al., 2013).
ReplyDeleteHi Kasun,
ReplyDeleteNice presented blog and very descriptive one. Engaged employees are one of the best factors for an organization. Identification and Retention of the engaged employees may be must to keep growing of the organization. The Blessing White (2006) study has found that almost sixty percent of the surveyed employees want more opportunities to grow forward to remain satisfied in their jobs. Strong manager-employee relationship is a crucial ingredient in the employee .engagement and retention formula.
”Robinsonet al, Perryman and Hayday (2004), defines “engagement as a positive attitude held by the employee towards the organization and its values. An engaged employee is aware of the business context, works with colleagues to improve performance within the job for the benefit of the organization”. The organization must develop and nurture engagement which is a two way relationship between employer and employee.
ReplyDeleteHi Kasun well organized blog which gives a clear flow of information on Employee Engagement to the reader, I highly appreciate your work. Further I will like to add Employee engagement is a change in culture – a change in how leaders lead, what they do and the decisions they make. It is not the accountability of a single department nor is it an initiative or a project that a focus group or a specialist team can deliver. Unless employee engagement becomes a fundamental part of an organization's philosophy and ingrained within the attitude and behavior of the leaders, then it will become ‘just another initiative’ with little effect(Allen,2014).
ReplyDelete@ Kasun In terms of enhancing employee engagement , as you have stated of having a Job Design which is unambiguous with clear objectives is crucial. In additional, organizational values and ethics in its operations, plays an important role to engage the employees morals and align them to values that company promotes through its products and services. This in return attracts brand loyalty as employees believe in what they deliver and its the base for a highly engaged clients (Chandani,Mehta & Khokhar 2016).
ReplyDeleteDear Kasun, yes there can be draw backs in employee engagement, where the leadership forget the limitations of employee engagement and try to focus on unrealistic targets. This is mainly where when the leadership forget the ethic of employee engagement. According to Armstrong (2010) employee engagement will be directly been effected due to the facts of quality on the assignment or the task, how the job been design, work environment and obviously the leadership
ReplyDeleteHi Kausn, this is a very interesting blog. As you have correctly mentioned here, commitment, motivation and organizational behavior drives the employee engagement in an organization. Many organizations copy 'Employee Engagement' activities from the best practices,
ReplyDeletelooking at the benefits enjoyed by their competitors; however, most lose track after a few strides
ahead (Siddhanta & Roy, 2010).