DRIVERS OF EMLOYEE ENGAGEMENT
Upon understanding the meaning behind the term employee engagement, the next step for organisations to undertake is to gain a perception of drivers behind engagement levels. Reasons for employee engagement are defined by Wollard and Shuck (2011) as approach and environment that supports the development of employee engagement. They described these as individual drivers and organisational drivers. Individual drivers relate to those circumstances which can be directly applied to the individual including: dedication, optimism, motivation, vigour and emotional fit. Organisational drivers refer to approach applied across an organisation as a base to the development of employee engagement. Examples can include: job …show more content…
Research suggests that a high engagement level will contribute to high organisational performance. While Millar (2012) states that “getting employees to commit to your company, to pledge their loyalty, is not easy’’, various research provides evidence to support the connection between employee engagement and organisational performance. Marcos (2010) confirms that there is a positive relationship between engagement and performance including: productivity, profitability, loyalty, retention and increase in revenue growth. Kenexa (2008) report provides data that organisations high in engagement have higher annual income and can even double their profit compared with other organisations. Research by MacLeod & Clarke (2012) showed that M&S stores with high levels of engagement have better sales compared to stores with lower levels of engagement. In addition a CIPD (2010) research also suggests that employee engagement improves performance through individual innovation and well-being. Employees are more likely to contribute effectively to the business and engagement improves employer reputation. Employees recommend their organisation as the place to work, which contributes to talent attraction and therefore further growth of the business. A report provided by Right Management (2009) adds that there is a strong relationship between engagement and return on asset. The report …show more content…
As a result, many have attempted to define the term in their own words. In a report for the Institute for Employment Studies, Robertson-Smith and Markwick (2009) list some examples of what companies define engagement as:
• A combination of attitudes, thoughts and behaviours that relate to satisfaction, advocacy, commitment, pride, loyalty and responsibility”. “Broader than the more traditional concept of employee satisfaction and relates to the extent to which employees are fully engaged with the company and their work” (BT, 2008).
• The extent, to which an employee feels a sense of attachment to the organisation he or she works for, believes in its goals and supports its values.” (Barclays, 2008).
• A measure of how people connect in their work and feel committed to their organisation and its goals. People who are highly engaged in an activity feel excited and enthusiastic about their role, say time passes quickly at work, devote extra effort to the activity, identify with the task and describe themselves to others in the context of their task (doctor, nurse, NHS manager), think about the questions or challenges posed by the activity during their spare moments (for example when travelling to and from work), resist distractions, find it easy to stay focused and invite others into the activity or
Upon understanding the meaning behind the term employee engagement, the next step for organisations to undertake is to gain a perception of drivers behind engagement levels. Reasons for employee engagement are defined by Wollard and Shuck (2011) as approach and environment that supports the development of employee engagement. They described these as individual drivers and organisational drivers. Individual drivers relate to those circumstances which can be directly applied to the individual including: dedication, optimism, motivation, vigour and emotional fit. Organisational drivers refer to approach applied across an organisation as a base to the development of employee engagement. Examples can include: job …show more content…
Research suggests that a high engagement level will contribute to high organisational performance. While Millar (2012) states that “getting employees to commit to your company, to pledge their loyalty, is not easy’’, various research provides evidence to support the connection between employee engagement and organisational performance. Marcos (2010) confirms that there is a positive relationship between engagement and performance including: productivity, profitability, loyalty, retention and increase in revenue growth. Kenexa (2008) report provides data that organisations high in engagement have higher annual income and can even double their profit compared with other organisations. Research by MacLeod & Clarke (2012) showed that M&S stores with high levels of engagement have better sales compared to stores with lower levels of engagement. In addition a CIPD (2010) research also suggests that employee engagement improves performance through individual innovation and well-being. Employees are more likely to contribute effectively to the business and engagement improves employer reputation. Employees recommend their organisation as the place to work, which contributes to talent attraction and therefore further growth of the business. A report provided by Right Management (2009) adds that there is a strong relationship between engagement and return on asset. The report …show more content…
As a result, many have attempted to define the term in their own words. In a report for the Institute for Employment Studies, Robertson-Smith and Markwick (2009) list some examples of what companies define engagement as:
• A combination of attitudes, thoughts and behaviours that relate to satisfaction, advocacy, commitment, pride, loyalty and responsibility”. “Broader than the more traditional concept of employee satisfaction and relates to the extent to which employees are fully engaged with the company and their work” (BT, 2008).
• The extent, to which an employee feels a sense of attachment to the organisation he or she works for, believes in its goals and supports its values.” (Barclays, 2008).
• A measure of how people connect in their work and feel committed to their organisation and its goals. People who are highly engaged in an activity feel excited and enthusiastic about their role, say time passes quickly at work, devote extra effort to the activity, identify with the task and describe themselves to others in the context of their task (doctor, nurse, NHS manager), think about the questions or challenges posed by the activity during their spare moments (for example when travelling to and from work), resist distractions, find it easy to stay focused and invite others into the activity or