Employee Engagement

Employee Engagement Employee engagement is the employee’s inner devotedness to the organization and the decision they take to make the organization to success; where those employees passion for duty, committed and result-oriented (Allen, 2014). Some of the important employee engagement strategies lead to, Decrease in employee turnover, Better productivity, Finer efficiency, Gain bottom line profit and loyal towards customers (Robertson-Smith and Markwick, 2009). Investing in employee engagement will result in a positive relationship in the organization performance. Enhancing positive traits and promoting higher performance in the organization is often relates positively to customer satisfaction. Therefore, engagement is seen to be a good thing for both the employer and employee. The employer gains a performing and stable workforce while the employee satisfied through the working environment (Kompaso and Sridevi, 2010). Drivers of Employee Engagement According to the vario

Job Design is a productive factor where it can be used for two purposes, one is to satisfy the employees wants and in other hands to convince the organization (BELIAS and SKLIKAS, 2013). According to Armstrong, 2003 there are many factors in job design, those factors are – Job rotation – Job enlargement – Job enrichment – self-managing teams. Where Job design contains and works method which takes on from job performance (Durai, 2010). Viteles developed the first theory on job designing in 1950 (Hsieh and Chao, 2004). And the first factor of the job design is to clear path of the modification of Job characteristics, Such as - workload, autonomy, variety and workplace balance (Tement and Korunka, 2013). Video – 1 Further lustration of job design in the organization Source – (Gregg,2018) Job design involves determining the tasks and responsibilities that employees in a particular job is expected to perform. Job design is a key component of effectively managing em

Employees’ behaviour will lead to organizational success (von Rosenstiel, 2011) . Four factors directly influence an employee’s voluntary behaviour are -Motivation, Ability, Role receptions and situational factors. These key factors of behavior and performance are diagrammed in the MARS model. If the mentioned factors are at a low level, employees are unable to achieve the target performance (McShane & Glinow, 2016). Employee rewards and recognition system that acknowledge employee Input into the organizational goals and admiring for their inputs are required for a high-performing productivity, happier employees and reduced turnover (Safiullah, 2014) According to, (Silverman, 2004) Non-Financial recognition is a system of rewarding employee in an organization in a term of task or job completion. It is a casual way of recognition, where an organization admitting employees attempt by, ·          Immediate supervisor saying Thank You for the effort ·          Immediate

Kompaso and Sridevi, (2010) explained the strategies of employee engagement as follow,   Ø Start from the beginning – Successful and potential employee recruitment and orientation program are given access to basic information, programs, services and other applicable knowledge about the organization, to inspire employees and provide them with the tools and motivation to perform and become active and contributing.     Ø   Peak is the starting point – From the top management, it should down the line with a clear vision and mission with a good practice, where the top leaders can be a sample to others. Ø   Beginning from two-way communication – When Information exchange between superior and employees, superior should give a chance to listen to the employee’s views and ideas while appreciating their input. Ø   Give Adequate occasion to progress –  The desire of an employee to convince oneself that the information being presented is true or reasonable. rather than just going al