Employee Engagement (Lecture 7)

There are many definitions over employee engagement and according to Macleod, (2018) Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.   

According to Armstrong, (2014) employee engagement is the “Engagement takes place when people are committed to their work and the organization and are motivated to achieve high levels of performance".

Employee Engagement Model

Following model of Armstrong et al., (2000) over employee engagement describe commitment, organizational citizenship and motivation are the key components of and same has explained in Armstrong, (2014) as well.

Figure i: IES model of employee engagement: Armstrong, (2014)

Source: Armstrong's handbook of human resource management practice.

As another references Hewitt, (2012) introducing The Aon Hewitt Engagement Model of employee engagement as show as below and further he explains through this model observes engagement outcomes as Say, Stay, and Strive.

• Say - speak positively about the organization to coworkers, potential employees, and customers

• Stay - have an intense sense of belonging and desire to be a part of the organization

• Strive - are motivated and exert effort toward success in their jobs and for the company

Figure ii: The Aon Hewitt Engagement Model: Hewitt, (2012)

Source: 2015 Trends in Global Employee Engagement

Trends in Global Employee Engagement

Many organizations are thus measuring employee engagement in regular employee surveys as an important business indicator. As example it could be mentioned Hewitt, (2012) conducted research on Global levels of employee engagement continue to trend upward. It conducted because it is significant the great recession and globally the engagement has moved up from 61% to 62%.

Characteristics of Employee Engagement

Robinson, Perryman and Hayday, (2004) explain below characteristics of an engaged workforce.

Figure iii: Characteristics of an engaged employee: Robinson, Perryman and Hayday, (2004)

Source: The Drivers of Employee Engagement

Employee Satisfaction vs. Employee Engagement

Thought out the research of Maylett, (2012), identified five key of employee engagement factors, and Regal, (2018) explain it more clearly using  “MAGIC” concept which is easy to remember. And he mentioned that “Employee satisfaction is the minimum entry fee that needs to be met for an employee to be fully engaged”.

Figure iv: Employee Satisfaction vs. Employee Engagement in 2018: Rogel, (2018).

Source: https://www.decision-wise.com/job-satisfaction-vs-employee-engagement/

Employee Satisfaction

As Rogel, (2018) describes most of the  managers mistakenly think that employee satisfaction can increase employee motivation and elaborate American psychologist Frederick Herzberg's Motivation Hygiene theory proposes that people are influenced by two factors: those that impact motivation and basic factors that influence job satisfaction which is called Hygiene factors. It is being clearly briefed below.

• Hygiene factors- Determine a person’s level of satisfaction with their job. It is strongly influence employee retention and if unable to meet, resulting to job dissatisfaction and cause employees to look for better opportunities from outside.

• Motivation factors- Influence on how person performs the job. If an employee motivated, then invest more in their work and strive to do better for themselves.

Figure v: Job Satisfaction Won’t Buy You Engagement: Rogel, (2018).

Source: https://www.tlnt.com/job-satisfaction-wont-buy-you-engagement/

Outcomes of engagement

Stairs and Galpin (2010) describe that following out comes of high levels of engagement,

• Lower absenteeism and higher employee retention

• Increased employee effort and productivity

• Improved quality and reduced error rates

• Increased sales

• Higher profitability, earnings per share and shareholder returns

• Enhanced customer satisfaction and loyalty

• Faster business growth

References

Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Charles Rogel, (2018). Employee Satisfaction vs. Employee Engagement in 2018. [Online]

Available at: https://www.decision-wise.com/job-satisfaction-vs-employee-engagement/ [Accessed 25 9 2018].

David Macleod, (2018). What is Employee Engagement. [Online]

Available at: http://engageforsuccess.org/what-is-employee-engagement

[Accessed 25 9 2018].

Frederick, H., (1966). Work and the Nature of Man. Cleveland: World Publishing Company.

Hewitt, A., (2012). 2012 Trends in global employee Engagement. Aon Hewitt Corp, p.18.

Robinson, D., Perryman, S. and Hayday, S., (2004). The drivers of employee engagement: Institute of Employment Studies Report 408. United Kingdom, London: Publisher unknown.

Stairs, M. and Galpin, M., (2010). Positive engagement: From employee engagement to workplace happiness.

Tracy Maylett, (2012). Engagement Magic. [Online] 

Available at: https://www.decision-wise.com/5-keys-of-employee-engagement-magic/

[Accessed 25 9 2018].