Drivers of employee engagement

The main driver of employee engagement come from senior management. Senior manager/s who take care of employees, creating future opportunities for employees and keen interest of employee are the main driver/s for employee engagement for any organization (Armstrong, 2010). Employee engagement can be increase by following drivers. Employee engagement drivers are following, but not limited to (ARMSTRONG & TAYLOR, 2014):

·         Job change

·         Autonomy

·         Variety

·         Feedback

·         Fit

·         Opportunities

·         Rewards and recognition (ARMSTRONG & TAYLOR, 2014)

According to Bedarkar & Pandita (2014) drivers of engagement predicted four drivers, namely employee welfare, empowerment, employee growth and interpersonal relationships.

 

Video 1 - Drivers of employee engagement

 (Stadler, 2020)

Above video Mr. Mark De Stadler mentioned about key areas for employee engagement such as:

1.    Relationship with immediate supervisor

2.    Belief in senior leadership

3.    Pride in the organization

The information taken from (Bedarkar & Pandita, 2014) had mention ‘the top five global engagement drivers for 2010 were career opportunities, brand alignment, recognition, people/HR practices, and organization reputation. Through the economic downturn and into the recovery, employees are more concerned about what the company stands for and the consistency between the stated employer value proposition and the day-to-day reality of work. Brand alignment and recognition were also top global drivers in 2009, with pay and managing performance in 2009 being replaced with people/HR practices—and organizational reputation in 2010. Across the regions, the top two drivers—career opportunities and brand alignment—have remained consistent’. 

 Figure 1 - Key Drivers of Employee Engagement: Aon Hewitt Survey 2011

             (Bedarkar & Pandita, 2014)

Strengthening drivers of employee engagement is important because its uplift employee engagement according to above paragraphs. Disengaged employees are additional cost to organization. So, drivers of employee engagement are a key factor for any organization according to information of above two sentences (Gupta & Chowdhury, 2018).

The information taken from Bedarkar & Pandita (2014) had mention ‘over half of the employees are passive or actively disengaged. Employees have high levels of stress and exhaustion as a result of doing more with less. It is at its lowest threshold among employee’s among employees who have been impacted by corporate transactions,corporate transformations and restructurings.

 Figure 2 - Ability to impact key business Drivers

(Bedarkar & Pandita, 2014)

 

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). From (SINGH (2016) the factors that can be: culture of the organization, sense of belongingness, providing challenging career opportunities, timely praise and recognition, increased job involvement, job satisfaction, teamwork, brain storming sessions, transparency and maintaining ethical standards and boosting confidence. Also, very important fact of employee engagement is handling employees mental and physical health and moral.

According to all the above information shows the importance of drivers of employee engagement. Different authors had mentioned different kinds of drivers of employee engagement. Seems to be all the authors have tried to convey the importance of the employee engagement drivers. Having good understanding and making practice of employee engagement will be make positive difference to the organization.

References

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. 159.

ARMSTRONG, M. & TAYLOR, S., 2014. Employee engagement. In: ARMSTRONG'S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTISE. lONDON: Kogan Page, p. 230.

Bedarkar, M. & Pandita, D., 2014. A study on the drivers of employee engagement impacting employee performance. In: A study on the drivers of employee engagement impacting employee performance. Pune: Elsevier Ltd., p. 109.


Bedarkar, M. & Pandita, D., 2014. Drivers of Employee Engagement. In: A study on the drivers of employee engagement impacting employee performance. Pune: Elsevier Ltd., p. 110.

Gupta, N. & Chowdhury, K., 2018. AN OVERVIEW OF EMPLOYEE ENGAGEMENT ON PERFORMANCE: A LITERATURE REVIEW. IMPACT: International Journal of Research in, Volume 6(Issues 4), p. 56.

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

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.

Stadler, M. D., 2020. The Three Drivers of Employee Engagement , s.l.: s.n.