Impact of employee engagement on organizational effectiveness.

     Impact of employee engagement on an organizational effectiveness.

Introduction

 

Employee engagement has been recognized as one of the most important issues for every organization.
Although many organizations understand this, they have very little knowledge about what their employees really need. The strength of any organization in the long run is its workforce. The key factors that affect employee engagement include their relationship with their immediate boss, confidence in senior  leadership, and pride in their work for the organization, among others. Various studies  have shown that employee engagement is a complex issue and can be affected in many different ways. The biggest challenge an organization may face is not just keeping talented staff but also engaging them, gathering their ideas, and motivating them to put in their best effort. Employee engagement can be defined as the level to which employees are dedicated to their work in the organization, the effort they put in, and how long they choose to stay with the organization, etc. Employees who are highly committed are less likely to leave the organization. This indicates  that engagement is directly connected to the overall effectiveness of the organization (Holbeche, 2018).

Importance of employee engagement

In 2006, The Conference Board published an article ‘Employee Engagement – A review of current research and its implication’ on the basis of some major studies conducted by Gallup, Towers Perrin, Blessing White, The Corporate Leadership Council and others. It identified following key drivers related to employee engagement as:

· Trust & integrity – managers should communicate well and go by their words.

· Nature of the job – employees should find their job challenging enough to motivate themselves.

· Line of sight between employee performance and company performance – employee should have clear understanding as to how they contribute to the company’s performance.

· Career growth opportunities – employees should have clear career path and growth. 

· Pride about the company – employees should feel esteemed by being associated with the organization.

· Coworkers / team members – relationship with colleagues significantly increase employee engagement level.

Source; Kumar (2012)

Metirial and methology

1.Methods of Data Collection: The process of 

gathering data entails looking for peer-reviewed articles, conference papers, and scholarly  publications in electronic databases including   PubMed, Scopus, Web of Science, and Google  Scholar. To find pertinent literature, keywords like "employee engagement," "organizational performance," "human  resource management," .

2.Criteria for Inclusion and Exclusion: The following criteria are used to select studies: (1)  empirical research articles that examine the   connection between organizational performance  and employee engagement; (2) studies carried out in different industries and organizational contexts; 

3.Population and sample

4.From the standpoint of human resources, this   review study uses a methodical literature review   methodology to investigate the connection between organizational performance and employee   engagement.

5.Tools and techniques for analysis.

6.Validity and reliability.

7.Ehical considerations.

 

Conclusion

Employee engagement is connected to the emotional, mental, and physical parts of work and how these elements come together. The idea of employee engagement should not be seen as just another human resources strategy. Employee engagement is a long-term process related to the main principles of the business, such as values, culture, and   management style. Employees need to adapt to a work environment that encourages them to show behaviors that the organization desires. An organization must support factors that positively influence engagement in all their business activities.

A close review of literature shows that organizations need to communicate the importance of each person's contribution to achieving successful business results. It is also suggested that organizations must recognize that corporate social responsibility (CSR) is a crucial aspect for their employees. They should take into account employees' opinions on  how to engage in CSR and well-being activities. Therefore, organizations need to create cultures where employees feel comfortable giving feedback and having open communication at all levels. Employers must understand what their employees expect and their future plans. This is important for job designers to make sure that the meaning and purpose of each role are clearly explained.

After reviewing research, it can also be concluded that high levels of employee [1]engagement can lead to greater employee commitment and involvement in their jobs, resulting in a more motivated workforce that works together to achieve the organization's shared goals.

 

Reference

1. Holbeche, L.S., (2018), Organisational effectiveness and agility, Journal of Organizational Effectiveness: and Performance, 5(4), 302-313People

2.Siddhanta A. & Roy, D. (2012). Employee engagement engaging the 21st century workforce. Asian Journal of management Research,170-189.

3. Simpson, M. R. (2009). Engagement at work: A review of the literature International. Journal of Nursing Studies 46.

4. Sundaray, B.K. (2011). Employee Engagement: A Driver of Organizational Effectiveness. European Journal of Business and Management 3(8).

 

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