Employee Engagement Issues

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Employee engagement is a commitment of the employees to the company. According to Godkin (2015), employee engagement “is a strategic asset and a source of tactical power to drive performance” (Godkin, 2015, p. 15). Factors that correlate with employee engagement are organizational commitments in work, reduced turnover, loyalty, customer service climate, pride in work and job satisfaction (Roof, 2015, p. 587).
According to Kumar and Pansari (2015), higher employee engagement within an organization helps improve the service provided to the customers and eventually boost the profit of the organization (p. 67). It means that besides focusing on the products and customers, employees are one of the important factors that push the sales upward. Therefore,
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Instead, self-regulation of employees contributes tremendously in providing good services to clients (p. 121). Handling complaints from angry customers requires the customer service representatives to maintain calmness and polite attitude and regulate their behavior not to express offended behavior toward customers. In this case, it does make sense that higher employee engagement weakly relates to client service. Therefore, higher employee engagement would not automatically result in higher customer service quality. It depends on other factors, such as self-regulation and employers’ guidance.
In short, employee engagement might not the only aspect that push the service quality provided to customers. However, it is also one of many aspects that receives attention from researchers to improve organization profits. Employee engagement requires involvement of supervisors and workers to attain its meaning. Receiving feedbacks and guidelines, employees could avoid repeating similar mistakes and follow the process that the supervisors
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According to Hauser, “extrinsic motivation consists in determining the employee to make efforts in order to obtain results generating formal and informal, economic and moral-spiritual reactions of the organization, which will produce satisfaction to the employee” (2014, p. 243). There are two types of extrinsic motivators: artificial with direct cost and natural without direct cost. Artificial extrinsic motivators comprise cash bonus, salary increases, sharing of profit while natural extrinsic motivators include feedback, compliments, recognition. According to Prendergast (2008), although money is one of the important factors, its effect in increasing employees’ incentive to work engagement is overestimated. Preferences would have better effect in increasing work engagement among workers (Prendergast, 2008, p. 201). The study conducted by Prendergast emphasizes the standing of preference and interest of employees that critically influence the efficiency of the

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