Lecture 07: People & Organisations London Metropolitan University MBA Programme || Module Number: MN7181 || Lecturer: Mr Laleen Katagodage || E-Soft batch-14- Employee Engagement


Employee Engagement 




Employee Engagement has been first defined by Kahn, W.A. (1990) who proposed that employee engagement occurs when ‘people bring in or leave out their personal selves during work-role performances’. These behaviors are defined by the extent to which people employ physical, cognitive and emotional degrees of themselves during work–role performances. As such, engaged employees express their authentic selves through physical involvement, cognitive awareness and emotional connections. Conversely, disengaged employees ‘uncouple’ themselves from their roles, suppressing personal involvement in physical, cognitive and emotional aspects of work.
Kahn, (1990) used the term ‘personal engagement’ in his writings and argued that the authentic expression of self that occurs during experienced engagement is psychologically beneficial for the individual. 

After Kahn, (1990), Different definitions given by various authors to make better understanding about employee engagement towards achievement of organization success.
1.     A persistent, positive affective-motivational state of fulfillment in employees that is characterized by high levels of activation and pleasure” (Maslach et al., 2001, p. 417).
2.    “Employee engagement refers to the individual’s involvement and satisfaction with as well as enthusiasm for work” (Harter et al., 2002, p. 269).
3.    “A distinct and unique construct that consists of cognitive, emotional, and behavioral components that is associated with individual role performance” (Saks, 2006, p. 602).
4.    “Engaged employees are mentally and emotionally invested in their work and in contributing to their employer’s success” (Czarnowsky, 2008, p. 6).

5.    Trait engagement is defined as the “inclination or orientation to experience the world from a particular vantage point” (Macey & Schneider, 2008, p. 5).

Why Employee engagement is Important 



















How does employee engagement lead to high achievement of company profit margin? The employee engagement comes from what we call the Engagement-Profit Chain:
  • Engaged Employees lead to…
  • Higher service, quality, and productivity, which leads to… 
  • Higher customer satisfaction, which leads to… 
  • Increased sales (repeat business and referrals), which leads to… 
  • Higher levels of profit, which leads to… 
  • Higher shareholder returns (i.e., stock price)

In words of Kevin Kruse, (2012) "To win in the marketplace you must first win in the workplace." Employee engagement is the key to activating a high performing workforce. Maslow’s motivational theory is the basic concept of employee engagement perspective in the business world.




Conclusion
This historical perspective of employee engagement is an attempt to put a foundation under a concept that has potential to improve the lives of individuals in organizations. More people go to work every day actively disengaged from their work (Harter et al., 2002). For human resources in organizations to contribute productively and even passionately to the success of organizations.

Reference:
Czarnowsky, M. (2008). Learning’s role in employee engagement: An ASTD research study. Alexandria, VA: American Society for Training & Development

Harter et al., (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268-279.

Kahn, W.A. (1990), ‘Psychological Conditions of Personal Engagement and Disengagement at Work,’ Academy of Management Journal, 33, 692–724.[Crossref], [Web of Science ®], [Google Scholar], p. 702),

Kevin Kruse, (2012). “Employee Engagement” eLearning program for managers. and author of the bestselling book, Employee Engagement 2.0.

Macey, W., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1, 3-30.

Maslach et al., (2001). Job burnout. Annual Review of Psychology,52, 397-422.

Maslow, A. (1970). Motivation and personality (2nd ed.). New York: Harper & Row.

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21, 600-619
.
Bibliographical Reference:

https://www.forbes.com/sites/gradsoflife/2018/08/30/can-next-gen-staffing-agencies-close-the-skills-gap/#470683105267
 
Simon L. Albrech, (2011) "Handbook of Employee Engagement: Perspectives, Issues, Research and Practice", Human Resource Management International Digest, Vol. 19 Issue: 7,
  

Comments

  1. zamanimthiaz.blogspot.comSeptember 15, 2018 at 11:54 PM

    Very informative article keep up the good work...

    ReplyDelete
  2. UnknownSeptember 18, 2018 at 6:32 AM

    Article accepted. Suggest refrain from using italic fonts for future blog article, as italics indicate a quote. Pls ref the shared Harvard referencing style doc.

    ReplyDelete
  3. DON WILEGODASeptember 19, 2018 at 7:28 AM

    Good one to read

    ReplyDelete
  4. Tharanga AmarakoonSeptember 28, 2018 at 9:33 PM

    Interesting article...

    ReplyDelete
  5. fazithSeptember 30, 2018 at 1:03 AM

    Informative article

    ReplyDelete
  6. UnknownOctober 6, 2018 at 12:26 AM

    Good one. Better to stick to one font & size, to avoid the confusion

    ReplyDelete

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