Improving Employee Engagement

Human behavior will depend on three environments which are personal, family and corporate further organizations must set a proper environment in order to improve employee engagement which crucially impact the both personal and organization growth (Brethower, 2004). In organization’s context the leaders try to establish a proper environment to involve employees in order to enhance engagement hence organization follow the famous tool which is “Maslow’s hierarchy of needs” and this includes 5 steps such as physiological needs, safety needs, belonging needs, esteem needs and self-actualization needs further this theory says in each stage there are some basics to be met before going to the next level(Aruma and Hanachor, 2017).  In current competitive context, all the organizations are trying to maximize the profit, and which is very crucial, and this is regardless of the size of the business hence organizations should take necessary steps to motivate and improve employee engagement and which will lead the organizations productivity and performance (Dobre, 2015). 

Figure 07: Maslow’s Hierarchy of Needs

Source: (Aruma and Hanachor 2017)

Maslow’s hierarchy of need is relevant to all the organizations and first two levels (Physiological & Safety) exhibit the organizations’ culture and most of the companies are struggling to set in current context, further Maslow’s hierarchy of needs will improve employee engagement and motivation which enable organization’s productivity and performance in the faces of competitors (Jerome, 2013). In modern business environment employees can build or break the business hence companies take actions to engage employees as engaged employees are physically, cognitively and emotionally fit with organizations’ objective hence improving employee engagement is vital part of current business context (Surekha Rana and Priyanka Chopra, 2019).  

Applying theory in to organizational context

Below table critically describes the Maslow’s hierarchy in organization’s context in more practical manner (organizational Communicational Channel, 2016).

Figure 08: Hierarchy of Needs in Organizations Context

Needs	Organizations Context
Physiological	Wages, Meal Allowance, Transport, modern working environment
Safety	Face mask, Sanitizer, Thermometer machine, Access control system, Security personal, Security camera, Gym membership
Love and Belongings	Regional Events, Children’s day, Staff get to gather, R&R (Rewards and Recognition)
Esteem	Recognition of the hard work, Quarterly and Annual Bonus, Empowerments, Providing Club Membership
Self- Actualization	Training and Development, Agile Working Culture, Overseas Tour and having Chat with Chairmen

Source: (organizational Communicational Channel, 2016)

Below comprehensively describees how Maslow theory has been applied in to an organization which I work for and the organization is a leading company in telecommunication industry in Sri Lanka with 55% market share, 

Physiological Needs

In modern business context all the employees are expecting proper basic needs to perform well and the organizations which I work for is maintaining in a proper way hence employees are perform well as such organization continuously growing and maximizing the profits.

Wages- Organization benchmark the industry wages and adjust once in three years further annual increment will be applicable based on the performance and quarterly and annually bonus will be given accordingly. In current covid-19 pandemic situation most of the employees are lost their jobs as companies are downsizing the business and implemented salary cut but the organization which I work for is confirmed that won’t touch employees’ salary and I observed this decision has motivated employees well as such productivity level increased

Meal allowance- up to managers’ level all the employees are getting the meal allowance and while paying this, meal packets also provided for the staffs who reported to work during lock down situations as company decided to give unentreated connectivity to the nations hence some staffs are required to work, and this practice is to keep employees safe

Transport – is also very much required in current situation as globally announced to maintain the distance while traveling hence company decided to provide official transport and giving fuel allowance for the staffs who are using personal vehicle, this practice shows how organization protect employees from current situation

Working environment- currently having proper working environment with hygiene further company decided to have a sanitizer clinic in weekly basis to make sure to provide world class working environment to protect employees from pandemic.

Safety Needs

In current pandemic situation most of the employees are working from home hence implemented proper cyber security system to safe organization’s data which is very crucial for the company further providing face mask, sanitizer and checking employee temperature when entering in to the outlet and also 24 hours security personal and CCTV availability to ensure employee safety, since the company is responsible for the customers hence when customers are entering in to the outlet security person check the customer’s temperature, providing sanitizer and ensure customers are wearing face mask to have a safe business environment further company gives gym membership for the staffs to make sure all the employees are physically healthy to engage and perform and also have medical insurance scheme to maintain better life

Love and Belongings

To appreciate and reward organization has two big event such as” Award ceremony and customer service conventions”, apart from these two events children day also will be celebrated annually, children’s day is to connect employees’ child which exhibit that the organization is responsible for the family members too, further outlet and divisional level activates also happening to ensure employees are connected with each other’s, in current pandemic situation also organization planned some activities through digital platform to make sure employees are connected while work from home and this activities enable and improved employee engagements

Esteem Needs  

Based on the organization’s and individual performance, quarterly and annually bonus will be paid, individual performance directly linked with organizations end objective, organization enable club member ship based on the employees willingness ex- “Toastmaster and Lean six sigma” and internally there are lots of clubs are available such as sports and IQ, this club membership also enable employees to have a outside contacts when employees participate games in locally and internationally further these practices are enable employees to associate with other corporate entities which improve employee engagement in work 

Self- Actualization

Organization has a training center which certified by city and guilds and providing vas range of trainings which links with job role and personal developments further based on the supervisors recommendations the company provides training from leading lectures and employees can do the higher studies from outside and can reimburse course and exam fees which enable innovations and creativity which link with organization’s tag line which is “the future today.” Company select outstanding employees and provide air tickets to go to overseas with company Chairman and CEO which make employees more prestige and proud and this practice enable others to produce more which required by the organization as such organization maximize the profit and gain the competitive advantage over the competitors.

Conclusion

Maslow’s hierarchy can be applied to any organizations to ensure the organization has addressed the employees requirements further this can be used as a tool to improve employee engagement and  which mostly required in current business environment, the company which I work for is perfectly using the Maslow’s theory and practicing as such organization’s brand becomes number one in Sri Lanka (Brand Finance, 2019). 

List of References

 Aruma, E. and Melvins Enwuvesi Hanachor (2017) ABRAHAM MASLOW’S HIERARCHY OF NEEDS AND ASSESSMENT OF NEEDS IN COMMUNITY DEVELOPMENT. International Journal of Development and Economic Sustainability [Online]. available at < http://www.eajournals.org/wp-content/uploads/Abraham-Maslow%E2%80%99s-Hierarchy-of-Needs-and-Assessment-of-Needs-in-Community-Development.pdf. >. [Accessed on 7^th June 2020].

Brand Finance (2019) the annual report on Sri Lanka’s most valuable and strongest brands [online]. available at < https://brandfinance.com/images/upload/report_may_10_bf_approved_final.pdf.>. [Accessed on 14^th June 2020].

Dale M. Brethower (2004) Understanding Behavior of OrganizationsTo Improve Behavior in Organizations [Online]. available at < https://www.researchgate.net/publication/26452657_Understanding_Behavior_of_Organizations_To_Improve_Behavior_in_Organizations. >. [Accessed on 7^th June 2020].

Jerome, N. (2013) Application of the Maslow’s hierarchy of need theory; impacts and implications on organizational culture, human resource and employee’s performance, 2(3), pp. 39-45 [Online]. available at <https://pdfs.semanticscholar.org/b0bc/c8ca45193eaf700350a8ac2ddfc09a093be8.pdf.>. [Accessed on 13^th June 2020].

organizational Communicational Channel (2016) Maslow’s hierarchy of needs in the work place. [Video]. available at: < https://www.youtube.com/watch?v=nASV5I_WG3k.>. [Accessed on 13^th June 2020].

 Ovidiu, I. Dobre (2013) Employee motivation and organizational performance. Review of Applied Socio- Economic Research, 5(1), pp.53 [Online]. available at < file:///C:/Users/perumal_02622/Downloads/R5_5_DobreOvidiuIliuta_p53_60%20(2).pdf. >. [Accessed on 7^th June 2020].

Surekha, R., Priyanka, C. (2019) Developing and Sustaining Employee Engagement. Management Techniques for Employee Engagement in Contemporary Organizations, pp.142-164 [Online]. available at <https://www.researchgate.net/publication/330457038_Developing_and_Sustaining_Employee_Engagement.>. [Accessed on 13^th June 2020].

 

 

 

Employee Engagement and Organization’s performance  

In resent business context the topic employee engagement has arisen frequently and more important in organizations’ perspective as engaged employees aware of the business objective and engage with colleagues and perform well further engaged employees contribute more towards customer satisfaction which directly link with organization’s financial performance (Chandra, S. 2013). Most of the organizations think that employees are the best assets to compete the market in the industry, in today’s context employees expectations are beyond the basic salary and this was aware by the organizations hence currently organization take actions to keep employee engaged and make more clarity about the business requirements which help to improve the productivity and competitive advantage over the competitors (Mahmoud Ali et al, 2018).

In early 1970 organizations mainly focused employee loyalty as a result employees’ employment period was 30 to 40 years and employees did the same job whereas in late 1980 every thing was changed hence organizations focus employee engagement rather employee loyalty as a result organizations productivity and performance improved significantly further statistically proved that engaged employee produce 90% of the organizations expectations and lower level of absenteeism (Donna Carnahan, 2013). Engaged employees are very helpful for each other’s and aware of what needs to be done, how things to be achieved efficiently and continuously improved the performance and productivity (Armstrong, 2009).

 Most of the business leaders believes that engaged staffs are satisfied with the job and deliver beyond the organizations expectations which leads the customer satisfactions and revenue generations as such organizations perform well in the market further to gain the competitive advantage organization must provide proper training and development for  employees which result the continuous improvement of the organizations performance (Rebecca jones, 2018).

In current competitive market organizations must perform well and generate revenue in order to survive in the business, researchers (Towers Watson) statistically proved that engaged employees contribute more for the organizations performance such as operating income level, per employee profit contribution, customer satisfaction level, staff turn over and sales further determined that organizations perform 3 times more than the competitors (Donna Carnahan, 2013).

Employee engagement is one step above of commitment, emphasized that employee engagement has a positive impact of organizational performance further found that highly engaged employees have clear vision of organizational requirements and adhere accordingly, proper leadership style and communications also required to enable employee engagement toward organizations success (Robinson et al, 2004). Further determined that engaged employees are positively connected with organizations success because employees feel emotionally, socially and even spiritually of organizations end objectives and willingly deliver over and above the expectations (Kahn, 1990).

Employee engagement is giving opportunity to deal with colleague and should speak positively within and outside the organizations, employees should stay desired member of the organizations and put extra effort to achieve the work which directly link with organizational performance further below figure 06, clearly connect the employee engagement towards the organizational performance which is very crucial in current business context locally and globally (Bedarkar and Pandita 2014).

Figure 06: Employee engagement and organizational Performance

Source: (Bedarkar and Pandita, 2014)

The organization which I work is a leading telecommunication company and have 55% of market share and continuously keeping number one position in the industry, according to the figure 06 company has a strong leadership culture where leaders clearly aware of organizational goals and employees, inside the organization has strong culture named as “ Api Dialog”(we are Dialog family), and have an efficient and clear communication system which helps employees to discuss and solve the issues without delay and share the ideas and suggestions and which will implement, further have a proper working environment hence employees will feel better in work life balance and annually company will conduct survey through Towers Watson and take necessary decisions accordingly, further company will carry out staff engagement activities to keep employees engaged as company believes that employees are most valuable asset and as a result company compete the competitors continuously.   

Video 01

Optimizing Employee Engagement and Organizational Performance

Source: (No author, 2017)

List of Reference

Armstrong, M. (2009) Human Resource Management Practice, 11^th ed. London, Kogan Page [Online]. available at< https://www.pdfdrive.com/armstrongs-handbook-of-human-resource-management-practice-e161954724.html >. [Accessed on 31^st May 2020].

Chandra, S Patro. (2013) The Impact of Employee Engagement on Organization’s Productivity. [Online]. available at < https://www.researchgate.net/publication/281967834_The_Impact_of_Employee_Engagement_on_Organization's_Productivity . >. [Accessed on 30^th May 2020].

Donna Carnahan. (2013) A Study of Employee Engagement, Job Satisfaction and Employee Retention of Michigan CRNAs [online]. available at <https://deepblue.lib.umich.edu/handle/2027.42/143415.>. [Accessed on 30^th May 2020].

Mahmoud Ali, Ra’Ed Masa’deh, Rana Khaled abu Khalaf, Bader obeidat. (2018) The Effect of Employee Engagement on Organizational Performance Via the Mediating Role of Job Satisfaction. [Online]. available at < https://www.researchgate.net/publication/325089058_The_Effect_of_Employee_Engagement_on_Organizational_Performance_Via_the_Mediating_Role_of_Job_Satisfaction_The_Case_of_IT_Employees_in_Jordanian_Banking_Sector . >. [Accessed on 31^st May 2020].

Optimizing employee engagement and organization performance (2017) [Online] available at: < https://www.youtube.com/watch?v=FH0d3DTW7UU.>. [Accessed on 31^st May 2020].    

Rebecca, L Jones. (2018) The relationship of employee engagement and employee job satisfaction to organizational commitment. Minneapolis, walden university [Online]. available at <https://pdfs.semanticscholar.org/f116/0bea456d2646082eee408a3cb8f1cb26cb4f.pdf?_ga=2.55254370.833305335.1590929630-1419130382.1590929630. >. [Accessed on 28^th May 2020].

Robinson, D., Perryman, S,. and Hayday, S. (2004) The drivers of Employee Engagement Report 408. Brighton, Institute for Employment Studies [Online]. available at < https://www.pdfdrive.com/the-drivers-of-employee-engagement-e17421515.html. >. [Accessed on 9^th May 2020]. 

 

 

Job Design and Employee Engagement

Job design is the process of placing the set of tasks which is required and getting things done through employees, job design should meet the organizational objective and satisfying and engaging the employees further job design should be in line with organizations’ vision and mission (Katie truss et al, 2014). As per the recent research flexible work and more trainings will enable employee engagement whereas in practice this is not that simple as organizations unable to fulfil all the employees needs and wants hence organizations hire most suitable candidate and enable to work in a roper environment which include the job design and employee engagement (Robinson et al, 2004). As per the researchers, highlighted that each of the characteristics of the job design is to drive the employee engagement further work context should make employees to personally engage with the job and each job designed based on the organizational end objective (Dissanayake, D., Jayatilake, L. 2019).

Figure 05: Characteristics of job Design and Employee Engagement

Source: (Dissanayake D,.  Jayatilake L,. 2019)

As per figure:05, five independent variables (Autonomy, Task Feedback, Task Significance, Task Identity and Skill variety) are significantly connected with dependence variable which is employee engagement and this is statistically proved further five variables are elaborated below (Dissanayake, D., Jayatilake, L., 2019).

Autonomy- extend to give freedom, direction & polices to perform the job

Feedback- extend to give the feedback of job performance which is required, and it could be positive and negative further feedback should be given in a proper interval basis, annual feedback (once in year) doesn’t efficient in current context  

Task Significance- the job which is impacting the individuals and organizations end objective, if employees feel that job has direct link with company objective then the level of motivation and engagement will improve

Task Identity- job which can be completed and visible to others and monitored

Skill Variety- this is what required to perform the given task in organizations, sometimes multiple skills are required 

If employees found that the work is repetitive and not challenging then employees’ leads to psychological distress and disengagement whereas if the work is interesting and challenging then the employees put all the energic and enthusiasm to deliver the job and this will motivate and engage employees further this will enable competitive advantage (Katie truss et al, 2014). In the recent research and HRM practices found that the candidates initially looking at the opportunity for challenge, growth and engagement therefor to attract potential candidate in the labor market organizations designed jobs accordingly and to get high potential and capable employees in to the organizations to engage and deliver(Simon et al, 2015).  

Many organizations have mixed of Generations of people such as Baby boomers, Generation X, Generation Y and Generation Z hence organizations and HR play crucial role to design jobs to getting things done further these generations have distinct level of characteristics and attitude which has direct impact of job satisfaction and employee engagement (Rebecca L, Jones 2018).

Flexible Working and Work Life Balance

Flexible working means where, when and how long employees are working further flexible working lead the direct and indirect benefits for the organizations, direct benefit-organizations can save energy, space and business resources, as per the researches indirect benefits are such as job satisfaction, well-being, higher level of performance and discretionary effort compare with other employees hence all the organizations are focusing the flexible working options in current context which lead the work life balance and engagement (CIDP, 2020).

Further researchers found main three benefit of flexible working (CIDP, 2020).

• ·         Enable better work life balance
• ·         Reduce work stress and employees are psychologically fit
• ·         Employees engaged and increased the retention

The organization which I currently working is, applied flexible working concept due to Covid-19, 90% of the staffs are doing the job while at home in simple terms everyone currently calling as “work from home”. Current pandemic situation enable organization to thing work from home culture as many rented locations will be closed and going to implement “hot seat” culture where staffs don’t have any permanent seat and employees can come to office and deliver work if required only, further I observed this practice enable employees motivation and increased the level of engagement, example manager making teams calls whenever required it could be day or night times to discuss operational matters and more innovative ideas came in to practice.

Further I observed many of my colleagues are willing to work from home rather coming to office in current pandemic situation, employees feel comfortable for living at home with family which reduce the stress and increase the engagement and performance hence currently HR department is redesigning the job and checking the possibilities to keep employees at home and getting this done through digital platform which is more cost effective as currently companies are struggling to generate revenue and this practice will engage employee and increase satisfaction level.   

List of Reference

CIPD, (2017) Flexible working practices: Explores the benefit of flexible working, the types of arrangements commonly used and practical tips on implementing flexible working practices. [Online]. available at <https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/factsheet .>. [Accessed on 10^th August 2019].

Dissanayake, D., Jayatiake, L., (2019) The impact of behavioral elements of job design on employee engagement, of public sector administrative service officers in Sri Lanka,08(01), pp. 87-97 [online]. available at < https://www.researchgate.net/publication/334575837_The_Impact_of_Behavioural_Elements_of_Job_Design_on_Employee_Engagement_of_Public_Sector_Administrative_Service_Officers_in_Sri_Lanka. >. [Accessed on 25^th May 2020].

Katie, T., Angela, B., Doug, C., Tom, D., Mike, E., Dr Stephen, H., Matthew, L., Eti, M., and Peter, T. (2014) Job Design and Employee Engagement [Online]. available at < https://engageforsuccess.org/wp-content/uploads/2015/10/Job-Design-and-Employee-Engagement-Katie-Truss-et-al-11.pdf. >. [Accessed on 25^th May 2020].

Rebecca, L Jones. (2018) The relationship of employee engagement and employee job satisfaction to organizational commitment. Minneapolis, walden university [Online]. available at < https://pdfs.semanticscholar.org/f116/0bea456d2646082eee408a3cb8f1cb26cb4f.pdf?_ga=2.55254370.833305335.1590929630-1419130382.1590929630. >. [Accessed on 28^th May 2020].

Robinson, D., Perryman, S,. and Hayday, S. (2004). The drivers of Employee Engagement Report 408. Brighton, Institute for Employment Studies [Online]. available at < https://www.pdfdrive.com/the-drivers-of-employee-engagement-e17421515.html. >. [Accessed on 9^th May 2020]. 

Simon, L., Arnold, B., Jamle, A., William, H., and Alan, M. (2015) Employee engagement, Human resource management practices and competitive advantage. Deakin university’s research repository [Online]. available at < http://dro.deakin.edu.au/eserv/DU:30071114/albrecht-employeeengagement-post-2015.pdf. >. [Accessed on 27^th May 2020].

Measuring Employee Engagement

Measuring employee engagement is a complex activity in an organization as finding employees feelings and emotions is not an informal of way further organization conduct a survey and collecting data, measuring and analyzing to find out the level of employee engagement and which will help to take further strategic actions (Robinson et al, 2004). Engaged employees always committed and deliver over and above the exceptional level, in generally engaged employees perform 1.3 time more than not engaged employees hence organizations put more policies and practices to evaluate employee engagement as engaged employees give the high performance, low attrition and crucial competitive advantage (Vance, 2006).

In recently most of the organizations are conducting surveys to determine how employees are engaged and committed in the work, further organizations struggle to put the correct measurement and ingredients on survey to get to know the staff who are totally engaged and who are not (Vance, 2006).  

There are some more methods that organizations are following which are one to one chat, focus group chat, skip level chat and exit interview however most of the organizations are conducting annual surveys and based on that taking strategic decisions to improve engagement (Lailah et al, 2014). Most of the reputed companies are conducting the surveys in annually with required questionnaires through online further if the survey become more length employees respond level is low and survey should include biographical Characteristics(gender, ethnicity, age group), Job characteristics(Manager, General Manager, Senior Manager) and year of service as these facts significantly impact the measurement of the employee engagement (Robinson et al, 2004).  

The organization where I employed in is conduct employee engagement survey in annually and its include the Biographical, Job category and year of services as I can see the different scores and engagement level between men & women further age group is also gives the significant impact, under job category most of the general managers and senior managers are higher level of engagement compare with others, if employees continuously doing the same job over and over the staffs get demotivated and frustrated hence based on the survey feedback my organization take some strategic actions which motivate employees as such my organization earned competitive advantage and continuously in number one position with 55% market share in telecommunication industry in Sri Lanka.

In questionnaire, options are given to employees to select as “Strongly Agreed, Agreed, Neutral, Disagreed & Strongly Disagreed”. Figure 03 shows the rating level for sample questionnaire whereas “Neutral” doesn’t include further in my organization, when conduct annual survey “Neutral” should be available as in the final survey report this would impact to identify not engaged and disengaged employees, as suggested in my previous blog post need to identify disengaged and not engaged people and bringing back to engaged level to perform the organization

Figure 03: Sample of Employee Engagement Survey

Source: (Armstrong, 2009)

Figure 4 listed some sample employee engagement questionnaire which used by worldwide recognized companies, below survey shows whether employees are committed and have a good relationship with employer further surveys determine how employees emotionally and rationally engaged or committed with employer to perform (Vance, 2006).             

Figure 04: Sample questionnaire for Employee Engagement Survey

Source: (Vance, 2006)

Below are some common questions that employee engagement survey should cover to evaluate the level of engagement (Vance, 2006).

• ·         Pride in employer
• ·         Satisfaction with employer
• ·         Job satisfaction
• ·         Opportunity to perform well at challenging work
• ·         Recognition and positive feedback for one’s contribution
• ·         Personal support from one’s supervisor
• ·         Effort above and beyond the minimum
• ·         Understanding the link between one’s job and the organizations mission
• ·         Prospects for future growth with one’s employer
• ·         Intention to stay with one’s employer

Organization conducting surveys/measuring employee engagement is to further identified how staffs feel the organization environment whether its negative or positive environment as positive environment leads the cognitive drive which employees feel as “ the work I do makes contributions toward the organizations objective, feel safe at work and have enough resources to deliver over and above the expectations” (Lailah et al, 2014). Employees are the faces of the company and sources of creativity and some organizations think if companies take care of employees well, employees will take care of the organizations’ business and stakeholders hence measuring employee engagement is very crucial (Kumar. V, 2015).

As stated above my organization conduct annual employee engagement survey and this will be conducted by a third party company “ Towers watson “ and employees are free to mentioned the comments as organizations guaranteed that 100% secure and no one can traced, further “service from my heart” culture came to employees DNA and this came through the survey, recent survey there were few question with regard to “service from my heart” means organization need to know weather implemented culture is practicing or need any changes, further I observed in my organization that taking employees opinion and implement in to practices which lead the employee satisfaction and engagement.    

List of Reference

Armstrong, M. (2009) Human Resource Management Practice, 11^th ed. London, Kogan Page [Online]. Available at< https://www.pdfdrive.com/armstrongs-handbook-of-human-resource-management-practice-e161954724.html. >. [Accessed on 23^rd May 2020].

Kumar, V., Anita, P. (2015) Measuring the Benefits of Employee Engagement. MIT Sloan Management Review [Online]. Available at < https://sloanreview.mit.edu/article/measuring-the-benefits-of-employee-engagement/. >. [Accessed on 24^th May 2020]. 

Lailah, I., Christo, B., Christoff, B. (2014) A Model to Measure Employee Engagement. Journal of Problems and Perspective in Management, 12(4-2), pp. 520-528. [online]. Available at <https://businessperspectives.org/images/pdf/applications/publishing/templates/article/assets/6165/PPM_2014_04cont2_Imandin.pdf. >. [Accessed on 24^th May 2020]. 

Robinson, D., Perryman, S,. and Hayday, S. (2004) The drivers of Employee Engagement Report. 1^st ed. Brighton, Institute for Employment Studies [Online]. Available at < https://www.pdfdrive.com/the-drivers-of-employee-engagement-e17421515.html. >. [Accessed on 9^th May 2020]. 

Vance, R. J. (2006) Employee Engagement and Commitment. [Online]. Available at <https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Employee-Engagement-Commitment.pdf.>. [Accessed on 23^rd May 2020].

   

      

Level of Employee Engagement

In any business environment engaged employees are willingly help to improve the business with “out of the box thinking” manner (GMJ Survey), in current competitive market environment, all the companies  are trying to be in a number one position, to being a number one, organizations must innovate and introduce a new product and services to the market, this innovation doesn’t come unless organization has engaged employees, further there are three characteristics of employee engagement which are engaged, not- engaged and actively disengaged(Jerry. K, Emily, K. 2006).  

                                Figure 02: Characteristic of Employee Engagement

                                                     Source: (Jerry. K, Emily. K, 2006)

Engaged Employees- engaged employees are willingly contribute more towards to the job with passionate, further engaged employees are “psychologically owners” and lead the creativity, innovation, excellence in the job (zero defects), push the organizations towards profit and exceeding the customer expectation ultimately which will earn competitive advantage over the competitor(Adkins, 2006). Highly engaged employees are more loyal to the organization and have a direct link with organizations’ performance further engaged employees has a low absenteeism which leads high productivity (Marco, 2008).

Not- Engaged Employees- the employees who are not psychologically attached or not committed to the job know as not- engaged employees as these set of employees not invest time, energy and enthusiasm to fulfill the organizations requirement and also not efficient workers and kill time and change the jobs frequently when new opportunities comes further these types of employees work according to the book means very less additional work and commitment (Adkins, 2006). 

Actively Disengaged Employees- these types of employees are basically “unhappy” at work as employees think that basic needs not been fulfilled and all the times complaining with negative thoughts (Reilly, 2014). Further employees bring issues at all the time rathe providing ideas or solution and very high percentage of absenteeism, lack of innovation, lack of customer orientation and negative word of mouth which will lead the low productivity of both employees and organizations further disengage with co-workers at all the given times (Marco, 2008).    

To overcome from last two characteristic the organizations and direct supervisors must work with core workers and know the employees and clear the ambiguity, inform the bigger picture of the job what employees are doing and enable trust among employees (Reilly, 2014). Further appreciate the additional job that employees are done as appreciation change the employees mind and motivate employees which will enable discretionary effort and also necessary actions should be taken to correct last two characteristics as this will directly impact the organizations performance, position and image (Armstrong, 2009).

The organization I am employed in, is a large organization with more than 5000 employees, I have come a crossed all three employee categories which elaborated above, not engaged and actively disengaged employees performance directly impact the organization’s overall performance hence when this happens managers actively take actions(motivation, giving additional responsibilities, appreciate the additional work, giving motivational training and get employee psychologically fit)  and bring back to engaged level further I had observed some employees are mixed with all these three categories specially young generation (generation Z) very critical to engage in to the expected level as these set of employees are school/university leavers.

List of Reference  

Adkins, A. (2016) Employee Engagement in US Stagnant in 2015. [Online]. Available at < https://news.gallup.com/poll/188144/employee-engagement-stagnant-2015.aspx. >. [Accessed on 21^st May 2020].

Armstrong, M. (2009) Human Resource Management Practice. 11^th ed. London, Kogan Page [Online]. Available at< https://www.pdfdrive.com/armstrongs-handbook-of-human-resource-management-practice-e161954724.html . >. [Accessed on 10^th May 2020].

Jerry, K. and Emily, K. (2006) Who’s Driving Innovation at your company. [Online]. Available at < https://news.gallup.com/businessjournal/24472/whos-driving-innovation-your-company.aspx. >. [Accessed on 18^th May 2020].

Marco, N. (2008) Employee Disengagement Plagues Germany. [Online]. Available at < https://news.gallup.com/businessjournal/117376/Employee-Disengagement-Plagues-Germany.aspx.>. [Accessed on 18^th May 2020].

Reilly, R. (2014) Five Ways to Improve Employee Engagement now. [Online]. Available at< https://emp-engagement.blogspot.com/2019/09/current-debates-on-topic.html. > . [Accessed on 23^rd May 2020].