EMPLOYEE ENGAGEMENT

Employee Engagement



Abstract

This paper aims at discussing the concept of Employee Engagement and its increasing popularity and importance in relation to the current business environment. The paper provides a critical analysis of the existing literature on the subject taking into account various studies and research works. Lastly, the paper offers a comparison of two firms with a view of their engagement practices and policies, and recommendations for organizations in regard to the discussed phenomenon.

Table of Contents

Abstractii

Introduction1

Background2

Critical Review of Existing Research on Employee Engagement3

Significance of Employee Engagement5

Research Framework7

Discussion9

Organization 110

Organization 212

Recommendations14

Conclusion15

References17

Employee Engagement

Introduction

Work is fundamental and centrally related to a person's quality of life providing a sense of structure, status, and purpose (Kato, 2006, 579). Satisfaction with one's work has been associated with overall life satisfaction extending the experience of work beyond the physical boundaries of the workplace. Thus, work is more than simply a place to earn a living; it is where employees find personal “meaning, stability, and a sense of community and identity” (Hoell, 2004, 267). Organizations are focusing on employee engagement as a promising strategy to increase retention and improve productivity; however, the scholarly literature exhibits a surprising lack of research on the subject of Employee engagement (Macey and Schneider, 2008, 30)

While emphasis and stress are being laid upon the need of increased contributions and roles of human resources researchers and experts for identifying engagement-oriented strategies and practices and employee engagement is being included in organizational, strategic planning, little research about how to develop employee engagement exists (Rubinstein and Kochan,2001,66).

The research supporting the possible importance of employee engagement is clear; yet, research about how to create employee engagement and what might be the outcomes of doing so is remarkably undeveloped. This knowledge gap has created a void of information to guide further research and practice aimed at facilitating employee engagement in organizations.

Background

Interest in the study of employee engagement is growing day by day. Recent studies and research have confirmed this notion by proposing the businesses that depict high degrees of employee engagement tend to have greater positive business results and outcomes.

For years, employees stated that they are more engaged when included in decision-making, receive the support of leadership, and are treated with dignity and respect (Lindell and Brandt, 2000, 331). Only recently have employers focused on developing employee engagement as a strategy to reach organizational goals. Employee engagement models strive to measure an employees' willingness to serve the following.

(a) Speak positively about where they work to others outside of the organization,

(b) Demonstrate behaviour that shows a desire to be part of the group, and

(c) Demonstrate a willingness to go above and beyond the call of duty in their contributions to the organization (Ellis and Sorensen,2007,120).

Kahn is widely credited with the first application and use of engagement theory to the workplace in his article “Psychological Conditions of Personal Engagement and Disengagement at Work", appearing in the Academy of Management Journal (Kaufman, 2003, 175). In his ethnographic study, Kahn interviewed 32 employees, 16 summer camp counsellors and 16 ...