Employee Engagement

Topics: Employment, Human resource management, The Gallup Organization Pages: 13 (3973 words) Published: August 12, 2010
WPS05

Employee Engagement

SIES College of Management Studies Working Paper Series

The Working Paper Series would attempt to disseminate the findings of research in specific areas and also to facilitate discussions and sharing of perspectives and information about the identified areas. The papers carry the names of the authors and should be cited accordingly. The views, findings, and interpretations expressed in this paper are entirely those of the authors. They do not represent the views of SIESCOMS and its management. These working papers would be available online at www.siescoms.edu. No part of the paper can be reproduced in any form without the prior permission of the author. However, they can be quoted by citing the reference.

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Working Paper 05/07

Employee Engagement
Nitin Vazirani Dean in OB and HR SIES College of Management Studies Nerul nitin@siescoms.edu

Abstract
Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. The paper focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged. The paper also looks at the Gallup 12 point questionnaire, twelve-question survey that identifies strong feelings of employee engagement and the steps which shows how to drive an engaged employee.

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Introduction Engagement at work was conceptualized by Kahn, (1990) as the ‘harnessing of organizational members’ selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. The second related construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the ‘holistic sensation’ that, people feel when they act with total involvement. Flow is the state in which there is little distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for their actions. Employee engagement is the thus the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’ Thus Employee engagement is a barometer that determines the association of a person with the organization Engagement is most closely associated with the existing construction of job involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘the degree to which the job situation is central to the person and his or her identity (Lawler & Hall, 1970). Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief state of Psychological identification. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one’s self image. Engagement differs from job in as it is concerned more with how the individual employees his/her self during the performance of his / her job. Furthermore engagement entails the active use of emotions. Finally engagement may be thought of as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to identify with their jobs.

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When Kahn talked about employee engagement he has given important to all three aspects physically, cognitively and...

References: Archie Thomas, CMA, and Ann MacDi anmid – Encouraging Employee Engagement – CMA Management, Jun/Jul 2004. Ashok Mukherjee – Engagement for the mind body, and soul – Human Capital, Aug. 2005. Barbara Palframan Smith – Employee connection – Technology to built culture and community – Communication World – Mar / Apr 2004. Beverly Kaye and Sharon Jordan Evans – From Assets to Investors – Training and Development – Apr 2003. Charles Woodruffe – Employee Engagement – The Real Secret of Winning a Crucial Edge over your rivals – Manager Motivation – Dec. / Jan. 2006. Christoffer Ellehuus,Piers Hudson-Driving Performance and Retention Through Employee Engagement –Corporate leadership Council 2004,Employee Enagegement Survey Charlotte Garvey – Connecting the organizational pulse into the bottom line – HR Magazine society for Human Resource Management, June 2004. Cifton, D.O. & Hartor, J.K. (2003) – Investing in strength – positive organizational scholarship. Foundation of a new discipline (pp 111-121) Douglas R. May, Richard L Gilson – The Psychological conditions of meaningfulness safety and availability and the engagement of the human spirit at work – Journal of Occupational and Organisational Psychology (2004) 7, 11-37. Ellen Lanser May – Are people your priority? How to engage your work force – Healthcare Executive, July/Aug. 2004. Fox, S, & Spector, P.E.. – Emotions in the work place – the neglected side of organizational life introduction. Human Resource Management Review, 12, 167 – 171. Gretcher Hoover – Maintaining employee engagement when communicating difficult issues – Communication World, Nov / Dec 2005. Heskett, Jame L – Putting the service profit chain to work – Harvard Business Review, Mar / Apr 94 Vol. 72 Issue 2.
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Jerry Krueger and Emily Killham-At work,feeling good matters-Gallup Management Jpurnal,Dec2005 Jteresko – Driving employee engagement – www.industryweek.com, Sept. 2004. Michael Treacy – Employee Engagement higher at DDG company – Hewitt Research Brief. 2005 Remus, Ilies – An experienced sampling measure of job satisfaction and its relationships with affectivity, mood at work, job beliefs and general job satisfaction – European Journal of work and organizational psychology, 2004, 13 (3), 367 – 389. Shamir, B. – Meaning – self and motivation in organization. Organisation studies, 12 (3) 405 – 424. Steve Batts – Getting engaged – HR Magazine society for Human Resource Management, Feb. 2004. Steve Crabtree – (2004) Getting personnel in the work place – Are negative relationships squelching productivity in your company? – Gallup Management Journal, June 10, 2004.
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