VALUE TO THE ORGANIZATION: EMPLOYEE ENGAGEMENT



VALUE TO THE ORGANIZATION: EMPLOYEE ENGAGEMENT

Engagement ‘can be seen as a combination of commitment to the organization and its values plus a willingness to help out colleagues (organizational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be ‘required’ as part of the employment contract’. (CIPD, 2007)
An engaged employee extends themselves to meet the organization’s needs, takes initiative, is proactive, reinforces and supports the organization’s culture and values, is in the flow, shares the values of the organization, stays focused and vigilant and believes he/she can make a difference’. (Macey, 2006 cited in Kaufman et al., 2007).


The three types of employees.

According to the Gallup, the Consulting Organization, there are mainly three types of engagement that occur in the organization. All are different in terms of involvement and their role in the organization. Types of employee engagement are
ENGAGED employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. These employee is considered as the base of the organizational development. Such kind of employees carry the organization in positive direction. They not only perform their work but also play an important role in achieving the organizational goals and objectives. Engaged employees want to use their talent and strength at work every day. They perform with passion, drive innovation and move their organization forward through their performance (Vazirani, 2007).
NOT-ENGAGED employees are essentially ‘checked out’. They’re sleepwalking through their workday, putting time – but not energy or passion – into their work. These kind of employees care only about their work not any other things like goals, objectives and development of the organization. They do not have energy and enthusiasm in their work (Reilly, 2014). These categories of employees do not have cooperative relationship with their colleagues as well as the employers also. Their contribution is little in the success and development of the organization.
ACTIVELY DISENGAGED employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish. These kind of employees do not perform their work in a proper manner and do not complete their work timely. Their contribution is almost negligible in the success and development of the organization. They are unhappy at work and look after the work of the other member of the organization. Such kind of employee carry the organization in the negative direction and organization suffers in achieving its goals and objectives (Vazirani, 2007)
Ten C’s of Employee Engagement

Crim and Seijts, (2006) have discussed how leaders can engage employees’ heads, hearts and hands. They summarize these as Ten C’s of employee engagement.
1)   CONNECT: A direct reflection of how employees feel about their relationship with the immediate boss. Early in my professional life I learned a lesson that when you are people leaders, your job is to focus on developing your staff and harness their potential. If they grow, you shall automatically grow. However, whenever in large gathering I ask a question, is your manager more interested in his career or yours? The answer is "HIS OWN".  Managers / leaders must learn to inculcate the sense that employee growth and capability building is at the forefront of their mindset which will enable not only employee growth, however, their own as well.

2)   CAREER: Leaders should provide challenging and meaningful work with opportunities for career advancement. Employees do look forward to sense of career direction both from short and long term perspective.

3)   CLARITY: Leaders must communicate a clear vision. Success in life and organizations is, to a great extent, determined by how clear individuals are about their goals and what they really want to achieve.

4)   CONVEY: Leaders clarify their expectations about employees and provide feedback on their functioning in the organization. It is imperative that leaders / managers sharpen the art of giving developmental feedback.

5)   CONGRATULATE: Exceptional leaders give recognition, and they do so a lot; they not only coach and convey, however, tend to catch people doing right things and appreciate them.

6)   CONTRIBUTE: People want to know that their input matters and that they are contributing to the organization's success in a meaningful way.

7)   CONTROL: Employees value control over the flow and pace of their jobs and leaders can create opportunities for employees to exercise this control.

8)   COLLBORATE: Studies show that, when employees work in teams and have the trust and cooperation of their team members, they outperform individuals and teams which lack good relationships.

9)   CREDITABILITY: Leaders should strive to maintain a company’s reputation and demonstrate high ethical standards that lead them to command the respect of their staff.

10)   CONFIDENCE: Good leaders help create confidence in a company by demonstrating high performance standards.  While they do so, they also help build the confidence of their employees by creating a culture where employee capability building, employee growth and growth from within remains at the centre stage of their mindset.

References :
https://www.employment-studies.co.uk/system/files/resources/files/469.pdf
Gallup (2006)
http://www.hrsuccessguide.com/2015/01/10-cs-of-employee-engagement.html
Image sources:
Figure -01 : https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcRB537AxywgGMpTQl02oYbGlQZz0ic_N08JkXy5KIKLzmXP8GAQ
Figure – 04 : https://cdn1.loyaltyworks.com/wp-content/uploads/MaslowsHierarchyOfNeedsv2.png
Figure -05 : https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcSnWZXutixn5JrWiI4aT81zlAWWN9qA2W8JlIQmfm7NAReVBlN-

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