Summery and Conclusion to Employee Engagement

Above blog posts have addressed the different aspects of employee engagement and explained how the employee engagement may affect on an organization/employer perspective and employee perspective. Employee engagement will impact on employee and organization. Management of the organization should be able to handle employee engagement, which is essential from the organizations point of view. Encouraging employees with different kind of ways, such as performance review and creating new expectations can increase employee participation and corporation (Osborne & Mohamad , 2017). Most of the above blog posts mainly consider on engaged employees and disengaged employees. Blog posts gave a good overall outlook to the employee engagement. Good explanation given in the introduction. Then explain the importance of employee engagement. Then clearly defined and explained factors that influence employee engagement. Next main drivers of employee engagement discussed. In the middle-had comparison on engaged employee Vs. disengaged employee in a broader context. Latter part starts with elaborating ways that can used to enhance employee engagement in a quick glance. Finally discussed the most interesting topic, the outcomes of employee engagement before the Summery and Conclusion.   

Previous blogs show the different between team with engaged employees and other team with disengaged employees. Managers are keen about employee engagement, as it is very important factor for managers. If employee is fully engaged with the duties, it will reflect from entire team. Employee disengagement with the work will reduce the entire productivity of the team (ARMSTRONG & TAYLOR, 2014). All above blogs highlights the importance of havening engaged employees. According to the SHRM SHRM (2020) had mention ‘Molson Coors company highly, engaged employees were five times less likely than nonengaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. By strengthening employee engagement, the company saved $1,721,760 in safety costs in one year.

Importance of employee engagement broadly discussed. High level of employee engagement will result in maximizing discretionary effort, taking initiative, wanting to develop or aligning actions with organizational needs (Armstrong, 2010). Previous statement described clearly the importance and value of having team of engaged employees. Factors that influence on employee engagement also been a key aspect when considering employee engagement according to above blog post/s. To have a strong employee engagement two key elements need to be exist. One is the rational aspect and next is emotional aspect (Armstrong, 2008). Rational aspect discusses regarding understanding of employee job role, how job role fits to the organization and employee how get into work to achieve the business objective. The emotional aspect explains the way employee see about the organization. Employees job role and accomplishment from the work done and how the employee and superiors get into the work to achieve common goal (Armstrong, 2008).

Drivers of employee engagement had been key according to the above researchers done to write above blogs. Employee engagement will be affected by drivers. The divers are job design, the quality of leadership, exercised by line managers and reward system. The working environment will play major role of employee engagement (Armstrong, 2010). Increasing employee engagement is very important. Finding ways of doing it crucial. In simple words of increasing employee engagement is improving the key drivers (SINGH , 2016).

Having idea on engaged and disengaged employee/s is important when talking on employee engagement so blog post dedicated on it had shove the direct and indirect benefits of engaged employee and drawbacks of disengaged employee. Employee engagement can create lots of benefits for the organization. Engaged employees provide morethan average level of higher productivity and performances. Nearly 90% of engaged employees are not likely to leave the organization. From the safety perspective engage employees are in the top (Armstrong, 2010). From the above findings shows the importance of having engaged employee while drawbacks of having disengaged employee. According to the Allam (2017) employee disengagement refers as “a lack of commitment, interest and enthusiasm to work or a workplace.” Employee disengagement represents that disengaged workforce are less committed and involved in disengaged employees work and chances are disengaged employees resigning from the organization.  

Enhancing employee engagement can be more effective to uplift employee engagement from the information from above blog posts. Employee engagement can be enhancing through effective performance management flexibility, volunteer as a team, always be authentic, promote rake breaks, asking for feedback, hold regular social gatherings, clarify goals, provide a nice environment, develop a people-focused culture, mentor employees, encourage collaboration, show gratitude regularly, build authentic relationships and promote honesty (Clarke, 2020).

Outcomes of employee engagement will show the results of employee engagement which prove from above blogs. Employee engagement directly or indirectly impacted to the customer satisfaction, innovation, profitability, productivity, loyalty and quality (Siddhanta & Roy, 2010). High level of employee engagement will result: high level of employee attendance, employees remain with the organization, increase of employee productivity, increase employee effort, high quality of work, less mistakes, hike in sales, higher profits, higher earnings per share, shareholder satisfaction, enhance customer satisfaction, loyalty, rapid business growth and high hopes on business success (ARMSTRONG & TAYLOR, 2014).

Collection of employee engagement blogs discussed most key topics regarding the main topic. The main idea of this is to show that employee engagement is key important aspect of success in terms of organization/employer or employee. Engaged employees help to increase productivity of an organization/s. Commitment of an employee is very important to make employee an engaged employee in the organization (Sarangi & Nayak, 2016).  

References

Allam, Z., 2017. Allam: Employee Disengagement: A Fatal Consequence to Organization and its Ameliorative Measures. EJ EconJournals, Volume 7(Issue 2), p. 49.

ARMSTRONG, M. & TAYLOR, S., 2014. Employee Engagement. In: ARMSTRONG's HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTISE. London: Kogan Page, p. 228.     

ARMSTRONG, M. & TAYLOR, S., 2014. Employee Engagement. In: ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. London: Kogan Page Limited, p. 197.

Armstrong, M., 2010. Employee Engagement. In: ARMSTRONG'S ESSENTIAL HUMAN RESOURCE MANAGEMENT PRACTICE AGUIDE TO PEOPLE MANAGEMENT. London: Kogan Page Limited, p. 159.

Armstrong, M., 2010. Employee Engagement. In: ARMSTRONG'S ESSENTIAL HUMAN RESOURCE MANAGEMENT PRACTICE AGUIDE TO PEOPLE MANAGEMENT. London: Kogan Page Limited, p. 158.

Armstrong, M., 2010. Employee Engagement. In: ARMSTRONG'S ESSENTIAL HUMAN RESOURCE MANAGEMENT PRACTICE AGUIDE TO PEOPLE MANAGEMENT. London: Kogan Page Limited, p. 158. 00    

Armstrong, M., 2008. Employee engagement strategy. In: STRATEGIC HUMAN RESOURCE MANAGEMENT A GUIDE TO ACTION. London: Kogan Page, p. 145. 00

Armstrong, M., 2008. Employee engagement strategy. In: STRATEGIC HUMAN RESOURCE MANAGEMENT A GUIDE TO ACTION. London: Kogan Page Limited, p. 143. 00

Clarke, L., 2020. Proven Methods to Increase Employee Engagement in the Workplace. [Online]
Available at: https://inside.6q.io/increase-employee-engagement-in-the-workplace/
[Accessed 4 06 2020].

Osborne, S. & Mohamad , H., 2017. Effective Employee Engagement in the Workplace. International Journal of Applied Management and Technology, 16(1), p. 53.

Sarangi, P. & Nayak, B., 2016. Employee Engagement and Its Impact on Organizational Success – A Study in Manufacturing Company, India. IOSR Journal of Business and Management (IOSR-JBM) , Volume 18(Issue 4), p. 52.

SHRM, 2020. Developing and Sustaining Employee Engagement. [Online]
Available at: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/sustainingemployeeengagement.aspx
[Accessed 15 05 2020].     

Siddhanta, A. & Roy, D., 2010. Employee engagement ­ Engaging the 21st century workforce. ASIAN JOURNAL OF MANAGEMENT RESEARCH, p. 170.

SINGH, Y., 2016. KEY DRIVERS IN EMPLOYEE ENGAGEMENT AND HOW TO HANDLE. INTERNATIONAL JOURNAL OF INNOVATION IN ENGINEERING RESEARCH & MANAGEMENT, Volume 3(Issue 6), pp. 3-4.           

Outcomes of employee engagement

Employee engagement can be seen when employees give full effort to the work, commitment with optimum moral and motivation to achieve goals (Armstrong, 2010). When employee is engaged with organizational activities, the organization will have lots of benefits. Low employee engagement is a cost for the organization. According to the researches have shown that low employee engagement costs the US economy $370 billion per year (Parent & Lovelace, 2015). Engaged employees help to increase productivity of an organization/s. Commitment of an employee is very important to make employee an engaged employee in the organization (Sarangi & Nayak, 2016).

Employee engagement directly or indirectly impacted to the customer satisfaction, innovation, profitability, productivity, loyalty and quality (Siddhanta & Roy, 2010). High level of employee engagement will result: high level of employee attendance, employees remain with the organization, increase of employee productivity, increase employee effort, high quality of work, less mistakes, hike in sales, higher profits, higher earnings per share, shareholder satisfaction, enhance customer satisfaction, loyalty, rapid business growth and high hopes on business success (ARMSTRONG & TAYLOR, 2014).    

Figure 1 - Research Model: Individual Factors of Employee Engagement and Work Outcomes

(Andrew & Sofian, 2012)

In figure 1 shows individual factors of employee engagement and work outcomes. Individual factors show that how employee work productive increases through some key factors like employee communication, employee development and co-employee support. Figure 1 shows two types of engagement as: job engagement and organization engagement. Also figure 1 elaborate work outcomes as: job satisfaction, organization commitment, intention to quit and organizational citizenship behavior. According to ARMSTRONG & TAYLOR (2014) asserted that engaged employees perform better, are more innovative than others, are more likely to want to stay with their employers, enjoy greater levels of personal well-being and perceive their workload to be more sustainable than others.

Improving employee engagement and improving productivity of organization is two different things. But organizations with higher level of employee engagement will have 22% of productivity (Baldoni, 2013). Employee engagement is key to success for the organizations. Organization outcomes through employee engagement can list as: high profits and productivity, improved quality, customer loyalty, financial success, employee performance, commitment and motivation, employee retention, organizational culture and manager self-efficiency (Patro, 2013). From Robertson-Smith & Markwick (2009) Engagement and investment of the self into one’s work may lead to mindfulness, intrinsic motivation, creativity, authenticity, non‐defensive communication, playfulness, ethical behavior, increased effort and involvement and overall a more productive and happier employee. Companies invest lot on employee engagement. The company investment for employee engagement increase due to the high value of important business outcomes (Markos & Sandhya , 2010). From (Baldoni, 2013) for example, top-quartile firms have lower absenteeism and turnover. Specifically, high-turnover organizations report 25% lower turnover, and low-turnover organizations report 65% lower turnover. Engagement also improves quality of work and health.    

ARMSTRONG & TAYLOR (2014) engaged employees perform better, are more innovative than disengaged employees, are more likely to want to stay with their employers, enjoy greater levels of personal well-being and perceive their workload to be more sustainable than others. Engaged employees are more active with job duties, healthier and performance are better than disengaged employees. By comparing engaged and disengaged employees, engaged employees having more positive factors than disengaged employees. Engaged employees are satisfied with the job, committed to organization and engaged employees hardly leave the organization (Sun & Bunchapattanasakda , 2019). Patro  (2013) employee engagement predicts the employee outcomes, organizational success, and financial performance. The impact of engagement or disengagement can manifest itself through productivity and organizational performance, outcomes for customers of the organization, employee retention rates and organizational culture. Outcomes of the employee engagement can be identified as two different sets, such as organizational performance and individual performance. Financial performance of the organization, customers satisfaction, organization’s service climate and return to shareholders are identified as organizational outcomes/organizational performance. Employee profit, employee turnover, more overtime, employee performance, more satisfactions from work, higher organizational commitment, less willingness to leave, positive behavior, organizational citizenship behavior, more active in work, better health, better performance and employee’s out of role performance are identified as individual performance (Sun & Bunchapattanasakda, 2019).

Employee engagement outcomes have been mentioned in above, according to different sources. Most of the sources given similar kind of employee engagement outcomes. According to above mentioned statements it showed the value of employee engagement outcomes. Most of the sources it elaborates employee engagement outcomes in two ways, such as organizational outcomes or individual performance. Having engaged employees will give above mentioned outcomes. It will impact organization in many ways as explained in previous paragraphs. It proves that better organizations have high number of engaged employees.     

References

Andrew, O. & Sofian, S., 2012. Individual Factors and Work Outcomes of Employee Engagement. The 2012 International Conference on Asia Pacific Business Innovation & Technology Management, Pattaya, Thailand , p. 501.

Armstrong, M., 2010. Employee Engagement. In: ARMSTRONG'S ESSENTIAL HUMAN RESOURCE MANAGEMENT ORACTICE. London: Kogan Page Limited, p. 165.

ARMSTRONG, M. & TAYLOR, S., 2014. In: ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. lONDON: Kogan Page Limited, p. 197.

ARMSTRONG, M. & TAYLOR, S., 2014. Employee engagement. In: ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. London: Kogan Page Limited, p. 197.

ARMSTRONG, M. & TAYLOR, S., 2014. Employee Engagement. In: ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. London: Kogan Page Limited, p. 197.

Baldoni, J., 2013. Employee Engagement Does More than Boost Productivity. [Online]
Available at: https://hbr.org/2013/07/employee-engagement-does-more#:~:text=Improving%20employee%20engagement%20is%20not,conducted%20by%20the%20Gallup%20Organization.
[Accessed 04 07 2020].

Baldoni, J., 2013. Employee Engagement Does More than Boost Productivity. [Online]
Available at: https://hbr.org/2013/07/employee-engagement-does-more
[Accessed 28 06 2020].

Markos , S. & Sandhya , S., 2010. Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, Volume 5(Issue 12), p. 92.

Parent, J. & Lovelace, K., 2015. The Impact of Employee Engagement and a Positive Organizational Culture on an Individual’s Ability to Adapt to Organization Change. p. 7.

Patro, C., 2013. Organisational Outcomes Of Employee Engagement. In: The Impact of Employee Engagement on Organization’s Productivity. s.l.:s.n., p. 6.

Patro, C., 2013. Organisational Outcomes Of Employee Engagement:. In: The Impact of Employee Engagement on Organization's Productivity. Visakhapatnam: s.n., p. 6.

Robertson-Smith, G. & Markwick, C., 2009. Employee Engagement A review of current thinking , Brighton: INSTITUTE FOR EMPLOYMENT STUDIES.

Sarangi, P. & Nayak, B., 2016. Employee Engagement and Its Impact on Organizational Success – A Study in Manufacturing Company, India. IOSR Journal of Business and Management (IOSR-JBM) , Volume 18(Issue 4), p. 52.

Siddhanta, A. & Roy, D., 2010. Employee engagement ­ Engaging the 21st century workforce. ASIAN JOURNAL OF MANAGEMENT RESEARCH, p. 170.

Sun, L. & Bunchapattanasakda , C., 2019. Employee Engagement: A Literature Review. International Journal of Human Resource Studies, Volume 9(Issue 1), p. 73.

Sun, L. & Bunchapattanasakda, C., 2019. Employee Engagement: A Literature Review. International Journal of Human Resource Studies, Volume 9(Issue 1), p. 74.