EMPLOYEE ENGAGEMENT - BLOG 08

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UNDERSTANDING EMPLOYEE ENGAGEMENT


Present day, employees spend more time at work than they do in their personal life, so it’s not a surprise that the employee’s want to be engaged and passionate about the job. Also known as employee engagement, it’s a concept which externally has a very simple meaning, but we know underneath that there are multiple layers that add to its complexity. 

(Source: atmanco, n.d.)



The meaning and how you define it can vary depending on the role, organization, individual satisfaction, and even personal motive. Meanwhile, a leadership can significantly influence employee engagement by clear communication, transparency and genuinely caring about the employees (Cook, 2008).

Stages of employee engagement according to academic writers.

(Source: slideshare, n.d.)

PERSONAL ENGAGEMENT: 

Kahn (1990) first defined “personal engagement” in one’s work role as “simultaneous employment and expression of a person's ‘preferred self’ in task behaviors that promote connections to work and to others, personal presence (physical, cognitive, and emotional), and active, full role performances,”

BURN OUT FAMILY:

The burn out family defines “work engagement” as the opposite of psychological burnout, characterized engagement as having sub-dimensions that oppose the three burnout dimensions, exhaustion, cynicism and lack of professional efficacy.


PRACTITIONER LITERATURE:

Employee engagement gained support in practitioner literature concurrent with the emergence of the burn out family in academic literature, and practitioner publications offer further conceptualizations of employee engagement, often incorporating an organizational focus as well as an individual focus to the construct.

CURRENT STATE:

Macey and Schneider (2008), partition the idea of employee engagement into three categories: trait, state, and behavioral engagement. The three categories together constitute employee engagement. They argue that engagement includes well-traveled constructs like organizational commitment, job involvement and empowerment, and newer ideas.


(Source: youtube, n.d.)


According to Maslow’s hierarchy are survival necessities such as Food, water, shelter, sleep, etc. From there, in order of importance, we seek safety, relationships, recognition, and finally personal growth and fulfillment.
(Source: engagementmultiplie, n.d.)
But when you look at this hierarchy within the context of what an employee needs to thrive and become enthusiastically engaged, some interesting insights emerge as the figure below. 
(Source: engagementmultiplier, n.d.)

Robinson et al. (2004) define employee engagement as “a positive attitude held by the employee towards the organization and its value. 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.”


References:

Cook, S. (2008). The essential guide to employee engagement: Better business performance through staff satisfaction. England. Kogan Page.

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.

Macey, W., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology: Perspectives on Science and Practice, 1(1), 3–30.

Robinson D., Perryman S., and Hayday S. (2004). The Drivers of Employee Engagement Report 408, Institute for Employment Studies, UK.

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