Introduction

In business environment most recently the term “employee engagement” came in to discussion, engaged employees who always do things willingly and over and above with passion and positive mindset hence currently all the organizations are mainly focusing to manage employees engagement to earn competitive advantage because engaged employees deliver more with passion (Kahn, 1990).

Engagement is where the employees deliver work willingly with positive mind set and complete the work with best of ability (Armstrong, 2009). In current context managers keenly look at the employees who understand the business objectives and work with other staffs to improve performance of the job which directly impact the organization performance because engaged employees produce more towards the organization’s requirement, Further engaged employee put discretionary effort on the work with minimum resources, and stated that, there is a correlation between high engagement and positive discretionary behavior, further engaged employees put more on commitment, effort, care, creativity, innovation, enthusiasm and going extra mile to achieve high level of performance (Kompaso and Sridevi, 2010).

In current business environment all the organizations are closely monitoring the staffs’ productivity, commitment and contributions towards the business objective because there is a significant impact on employee performance and the engagement, moreover collection of engaged employee’s performance gives the position of the organization (Kompaso and Sridevi, 2010).   

The Components of the Employee Engagement

There are three main factors contains the employee engagement which are Commitment, motivation & organizational citizenship behavior (Armstrong, 2009).

Figure 01: Components of employee engagement

Source: (Armstrong, 2009)

Commitment: - over a decade, the study of commitment has advanced in many different directions, there were lots of research had happened with significant insights, in recent research state a new approach of conceptualization of employees’ commitment which leads organizations performance (Robinson, Perryman, Hayday, 2004). In simple term the commitment is state that feelings of responsibilities or emotional attachment of employees, further the employee’s commitment is most important to the organizations’ performance as employees who have high commitment, deliver beyond what expected and willingly involve for the good of the organization, in recent research state that commitment has a direct link with engagement hence currently organizations are critically monitoring the employee’s commitment (Allen, 2014).

Organizational citizenship: -more than twenty years, the researchers are studying the organization citizenship behavior however organizational citizenship has arisen more recently, Further employees who exhibit the lower level of organization citizenship are more like to leave the organization (Becker, 1998).  in simple terms organization citizenship means employees feel the ownership of the organization hence employees able to provide ideas, freedom to talk, involvement in decision making and employees able to develop product or services thus employees engage more towards the end objective of the organization further identified the impact of organization citizenship behavior and employee engagement and found positive core relations which impact the customer satisfaction, effective organization performance and high sales generations (Robinson et al, 2004).

Motivation: - employee motivation is very important part in the workplace as its affect the individuals’ performance, engagement, commitment, job satisfaction and development and finally determines the success of employees and organizations, further motivations is a strategic tool which will vary from organization to organization (Sundaray, 2011). In organizational context motivation is not pay or recognition at all the times, motivation comes from positive feeling of employees further motivation in work is more critical factor as motivated staffs engaged and work hard, less motivated staffs are afraid in the work, stressful life, absence or presence of negative outcome, avoid taking challenge, not in line with organizational objective and disengaged with peers and organizational activities hence motivation has a direct impact with employee engagement and organizational performance (Robertson, Carl Markwick, 2009).

In current competitive business environment, the organization I am employed in, critically evaluate and focus how employee engage in terms of commitment, organization citizenship behavior and motivation, since the organization I employed is a leading organization in telecommunication industry in Sri Lanka with 55% of market share hence organization keenly analyzing and taking actions to keep employees engaged

List of References

Allen, M. (2014). Employee Engagement, A Culture Change.

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].

Becker, T. (1998). Integrity in organizations; Beyond Honesty and Conscientiousness. The Academy of Management Review, 23(1), p.154.  

Gemma Robertson, S., Carl Markwick. (2009) Employee Engagement A Review of Current thinking. 1^st ed. Brighton, Institute for Employment Studies [Online]. available at < https://www.employment-studies.co.uk/system/files/resources/files/469.pdf >. [Accessed on 10^th May 2020].

Kahn, W, A. (1990) psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), pp. 691-725.

Kompaso, S. and Sridevi, M. (2010) Employee Engagement the Key to improving Performance. International Journal of Business and Management, 5(12).

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]. 

Sundaray, B, K. (2011) Employee Engagement; A Driver of Organizational Effectiveness. European Journal of Business and Management, 3(7), p. 59.