2024年5月12日发(作者：三星6800曲面电视)

Employee engagement

Introduction

Employee engagement has widely been considered as the essential factor that can contribute

significantly to the sustainable development of organization. This implies that contemporary

organization should pay more attention to increase employee engagement in workplace. The

purpose of the present essay is to testify the importance of employee engagement in the

business world and thus develop effective strategies to develop and increase the job

engagement of employees in workplace in order to improve the productivity and operational

performance of organizations. This essay will be consisted of the following sections. In this

first section, this essay will start with explaining the definition of employee engagement. The

second section will discuss the importance of employee engagement for organizational

business. The third section will discuss the drivers and antecedents of employee engagement.

The final section will be analyzed ways to develop employee engagement in the final part of

the essay.

Regarding with employee engagement, various definitions were proposed by previous

scholars. Employee engagement has been defined as the positive work phenomenon that the

employee is fully absorbed by work enthusiasm and thus spare no effort to fight the

maximized interest for both own career development and organizational overall development.

The engaged employees will always be committed to offering support for organization to

realize the common organizational goals. Gill (2015) put forward his perspective of employee

engagement that the workers who are engaged with the work environment can greatly be

motivated to devote own skills and knowledge to fulfilling own job responsibilities and thus

promoting the organizational success. In his eyes, the engaged workers generally developed a

full understanding of work responsibility and clear direction of own career planning. Apart

from working for the interests of organization, the engaged employee also focus on gaining

self- improvement by developing systematic work planning and achieving the business

objectives (Eldor, & Vigoda-Gadot, 2016). In a sense, employee engagement could be

understood as the enthusiasm and motivation that forces employees to engage in work.

In current business work, the business competition is getting fiercer and fiercer, which

requires the organization to constantly adjust own business strategies and thus improve the

competitive force. Only in this way can the organization to gain the sustainable development

in the fierce business environment. Developing employee engagement has been regarded as

one of the most effective ways to strengthen the organizational competitive force. The

following two aspects can be adopted to testify the importance of employee engagement in

the development of organizational competitiveness. For one thing, employee engagement is

able to motivate the employees to improve the effectiveness and efficiency of conducting the

organizational task and thus enhance the productivity of the employees. Moreover, with high

organizational commitment, the employees will pay attention to the detailed situation, figure

out the potential problems without delay and then reduce or eliminate the business risks to the

largest extent. According to the study that conducted by Jha and Kumar (2016), the employee

engagement is conductive to cultivating the positive attitudes and shaping the favorable

behaviors of the employees. Jha and Kumar made use of primary and second research to gain

feedbacks and information data of one hundred people in New Delhi area. They highlighted

the research results that employees with engaged work attitude and behavior will significantly

improve their work efficiency and overall performance. And this will in turn be beneficial for

enhancing the effectiveness and competitiveness of the organization. For another, high

employee engagement can effectively reduce the turnover rate. Indeed, the high employee

engagement is able to provide the intrinsic enjoyment for the employees. That is to say, the

highly engaged employees enjoy doing their work task and are motivated to go above and

beyond the duty boundary to meet the organizational objectives. Moreover, the highly

engaged employees are more likely to realize both own work objectives and the

organizational business goals at the same time. In this way, the employees will rarely change

current job and thus tremendously reduce the rate of turnover. Benefited from the low

turnover rate, organization can take the full advantage of the talented ability and then

strengthen own business range and capability.

In order to develop a better understanding of employee engagement, it is significant to

evaluate the drivers of antecedents of employee engagement. Abraham (2012) has

investigated whether employee engagement will directly and significantly influence the level

of employee satisfaction towards their jobs via questionnaire survey. The investigation result

shows that job satisfaction is one of the antecedents for increasing the degree of employee

engagement. High satisfactory degree toward job enables employees to fully engage in

fulfilling the job responsibility and fight for the maximized benefits for shareholders. In

addition of this, Megha (2016) indicated that several factors should be identified as the

drivers and antecedents for developing employee engagement, which cover their balance

between work and life, organizational communication, personal emotional experience and

perception and organizational internal cooperation and regulations and so on. In this regard,

the external environment factors and internal emotional factors should be evaluated as the

main drivers and antecedents of employee engagement. Kumar and Sia (2012) further studied

the contribution of work environment and showed that the autonomy and work pressure are

the two environment dimensions that contribute to enhancing the emotional and cognitive

engagement of employees. From the perspectives mentioned above, the related parties in the

organization should work out effective organizational regulations based on clearly identifying

the drivers and antecedents of employee engagement.

As employee engagement is of great significant for the business development, organizations

should put emphasis on carrying out effective methods and strategies to develop the

employee engagement and thus enhance the organizational competitiveness (Nair & Salleh,

2015). Specifically, Organization should put emphasis on listening to the voices and

feedbacks of employees so as to enhance their cognitive engagement. Based on the

employees’ suggestions, organization should make adjustment accordingly so as to enhance

their work satisfactory degree. Equally important, organization should develop the policies

and regulations based on the principle of creating the maximized values for employees. For

instance, the training and promotion opportunity should be provided for the employees so as

to enable them to gain further improvement. In this way, employees will be highly motivated

and work their best to earn these opportunities (Shuck, Reio, & Rocco, 2011). Besides, the

positive working environment and welfare system should be offered for the employees on the

ground that these external factors will provide the motivation for them to work harder. All in

all, the organization can effectively develop the employee engagement provided that the

organization focuses on the employee values and tries hard to improve the values for

employees.

Conclusion

To sum up, employee engagement is becoming more and more important for contemporary

organization as employee engagement is the main factor that influences own work efficiency

and also organizational productivity. Hence, it is essential for related parties to join hands to

develop the employee engagement. In order to enhance the employee engagement,

organization should identify the drivers and antecedents for creating the engagement in the

first place, and then carry out effective business strategies and regulations to maximize the

benefits of both organization and employees. Only in this way can organization truly improve

the degree of employee engagement and thus improve their work efficiency and

organizational overall business performance.

References

Abraham, S. (2012). Job Satisfaction as an Antecedent to Employee Engagement. SIES

Journal of Management, 8(2), pp. 27-36.

Eldor, L., & Vigoda-Gadot, E. (2016). The nature of employee engagement: Rethinking the

employee–organization relationship. The International Journal of Human Resource

Management, pp1- 27.

Gill, R (2015). Why the PR strategy of storytelling improves employee engagement and adds

value to CSR: An integrated literature review. Public Relations Review, 41 (5), pp. 662- 674.

Jha, B., & Kumar, A. (2016). Employee Engagement: A Strategic Tool to Enhance

Performance. DAWN: Journal For Contemporary Research in Management, 3(2), pp. 21- 29

Megha, S. (2016). A brief review of employee engagement: definition, antecedents and

approaches. Clear International Journal of Research in Commerce & Management, 7(6), pp79

– 88.

Kumar, R., & Sia, S. K. (2012). Employee engagement: Explicating the contribution of work

environment. Management and Labour Studies, 37(1), pp31- 43.

Nair, M & Salleh, R (2015). Linking Performance Appraisal Justice, Trust, and Employee

Engagement: A Conceptual Framework. Procedia- Social and Behavioral Sciences, 211,

Pages 1155- 1162.

Shuck, B., Reio. T.G., & Rocco, T.S. (2011). Employee engagement: an examination of

antecedent and outcome variables. Human Resource Development International. 14(4), pp.

427-445.