EMPLOYEE ENGAGEMENT IN THE OIL & GAS SECTOR
Table of Contents
Engagement Model/ Levels
Quality of Work Life
Ways to engage employees
Advantages of having engaged employees
According to Aon Hewitt (2012), employee engagement refers to the “state of emotional and intellectual involvement that motivates employees to do their best work through examination of employees’ level of engagement relative to the organisation’s antecedents” (p.5). Scarlett (2010) defines employee engagement as “the measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organisation that profoundly influences their willingness to learn and perform at the workplace”. White (2011) however states that “employee engagement represents an alignment of maximum job satisfaction with maximum job contribution” (p.5). Varied statistics show that employee engagement is a pertinent aspect in enhancing an organisation’s productivity. Beddoes (2011) states that engagement levels are stabilising globally with a 58% increase in 2011 as compared to 56% in 2010, with the greatest levels experienced in Asia Pacific and Europe. After the economic crisis, engagement levels lagged but economic indicators show increasing improvement between 2009 and 2010 around the globe (Aon Hewitt, 2012). Minton (n.d.) states that four out of ten employees are not engaged translating into 58% engaged and 42% partially or totally disengaged, with motivational factors, career development opportunities, employee recognition and the organisation’s reputation playing a major contributory factor to the results. This study has developed the following objectives (1) identification of employee engagement levels/models, (2) identification of employee engagement drivers. (3) Identification of effective ways to engage employees, (4) advantages realised by having an engaged work force.
2. Engagement Model/ Levels
Aon Hewitt (2012) define engagement model as “a model that determines employee engagement levels in the organisation through examining employees’ level of engagement towards the organisation in the relation to the set organisational antecedents” (p.5). This model states that engagement in one’s work or organisation is an individual choice but regularly influenced by group affiliations, developed by the employees, psychological and behavioural capacity regarding the organisation. The management particularly human resource managers should incorporate, encourage and develop the model’s components while relating with the employees. The model incorporates three main components (1) ‘Say component’ that encourages the management and employees to think and speak highly of the organisation and its activities to colleagues, potential employees and clients. (2) ‘Stay component’ that encourages the employees to continually desire to be part of the company through encouraging recognition, appraisal, teamwork and team building activities thus reducing employee turnover and encouraging potential employees and clients (Schneider, White & Paul 1998). (3) ‘Strive component’ that encourages growth of an organisational culture that encourages hard work and achievement of success, thus enhancing input of extra effort from employees which in turn enhances commitment and increased productivity. Incorporation of the above model leads to more engaged employees, which lead to increased quality delivery, client satisfaction and sales, which eventually leads to increased efficiency (Organ, Posdakoff & Mackenzie 2006). 3. Engagement Drivers
Sijts and Crim (2006) define engagement drivers as factors that increase employee engagement in...
Please join StudyMode to read the full document