MN7181 - People and Organizations- Blog 7 (Employee Engagement) - Employee Engagement and it's levels

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Employee Engagement and it’s levels



 Image 1: Quote of (Leamy)

As per Khan (1996:694) Employee engagement is shown as “the harnessing of organization members’ selves to their work roles; in engagement people employee and express physically, cognitively, and emotionally during their performances” (Sandeep Kular, 2008).

Employee engagement, many has defied in various angle that and there is no one view but all bring out the same idea on their definitions. As per Suff (2008), the employee engagement is defined as an outcome “measured or seen as a result of people being committed to something or someone in the business – a very best effort that is willingly given” is mentioned in (Gemma Robertson, 2009)

As per Allen ( 2014) the employee engagement is defined as “the emotional commitment employees feel towards their organization and the actions they take to ensure the organization’s success; engaged employees demonstrate care, dedication, enthusiasm accountability and results focus.”

On a study conducted on developing managers to manage sustainable Employee Engagement, health and Well Being by Rachel Lewiss  (2007) shows below diagram that explains the behavior of the management effects the engagement and the well being of the employees in an organization. In CIPD (2011) explains in their Shaping the future project, that the manager is being highlighted as one of the most vital roles rather a component on employee engagement.


Figure 1: From Developing managers to manage sustainable Employee Engagement, health and Wellbeing by Rachel Lewiss( 2007)
The research shows below factors promote the employee wellbeing and the engagement,

•open, fair and consistent:
Managing in a consistent manner and demonstrating integrity and developing a positive approach to interpersonal conflicts

•Handling conflicts and problems: 
Using appropriate organizational resources / tools to deal with employee conflicts such as disputes, abuse ect.

•knowledge, clarity and guidance: 
Maintain clear communication, well guided and clear job roles and responsible decision making.

•building and sustaining relationships: 
Shows empathy and develops personal interaction when dealing with the employees.

•supporting development:
Having a CDP / career plan and supporting the employees for the personal and professional development.
Having a look at the levels of Employee engagement, as this gives a clear idea for an employee to trace where he/ she actually falls in to in his working organization. As per Gallup (2011-2012) the three stages of employee engagement is exampled as below, in the journal of   Allen ( 2014).

Engaged employees -
Ones who feel emotional attachment to the company and who demonstrate effortless passion to do their job tasks and shows commitment and hold responsibility for decisions and action.
They are characterized as being loyal, committed, and productive and deliver results.
Not engaged employees-
Ones who spend the time at the office with lethargy, comes to work as they have no other choice, and these type of employees is much attracted to outside job opportunities an always at the lookout for.
Actively Disengaged –
These employees show that they are not happy by their action and word a- behavior. Do not support team work, influence negativity to the rest and uncooperative.
Gallup research reveals that eliminating active disengagement from the workforce would result in a significant increase in productivity per employee.



Figure 2: Statement of Gallup (2011-2012) in the journal of   Allen( 2014).
When the employees are of course in the stage of Engaged the benefits are being explained by the vance (2006) that the employees working will be always in line with achieving the company vision, which results in the self-development of the image of the employees and the overall business success. Also, Vance (2006) has highlighted that different HR practices such as Training and development, Recruitment and selection, Job design, compensation  , when well-practiced the increased employee engagement can be seen as a result.


Works Cited

Allen, M. (2014). Employee Engagement - A culture Change. 4.
Gemma Robertson, S. C. (2009). Employee Engagement - A review of current thinking. IES. Brington . UK: Institute for Employment studies.
Leamy, M. (n.d.). Employee Engagement.
Rachel Lewiss, E. D.-F. (2007). Developing Managers to manage sustainable employee engagement , health & well being. Research, CIPD, HR.
Sandeep Kular, M. G. (2008, October). Employee Engagement ; A Literature Review . 19, 33.

vance, R. J. (2006). Employee Engagement and Commitment. USA: SHRM Foundation.

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