Table of Contents

PSYCHOLOGY AND EMPLOYEE ENGAGEMENT IN ORGANISATION.. 1

INTRODUCTION.. 2

Employee Engagement Key Dimensions. 2

An analysis of the potential value of engaged employees. 4

CONCLUSION.. 6

REFERENCES.. 7

 

 

INTRODUCTION

Employee engagement is a broad concept that affects almost every aspect of the management of human resources that we are currently aware of (Markos and Sridevi, 2010). The idea of employee engagement is crucial in today's business environment. It acts as a gauge of a worker's level of commitment and participation in their profession. Any organization’s success depends on having engaged workers because they are more likely to contribute to the achievements of the organization. This makes it critical to comprehend the fundamental components of employee engagement and how they can be assets in today's competitive business climate. It makes sure that workers are encouraged beneficial, and devoted to the mission and goals of the business.

Engagement among workers can also aid in nurturing an atmosphere of candid discussion, collaboration, and criticism, which can lead to superior performance, greater fidelity and assurance, and enhanced employee happiness. Organisations should give workers tangible opportunities to engage in decision-making, contribute concepts, and deliver evaluations if they want to guarantee employee involvement (Brad et al., 2011). It can also help to improve morale and encourage further engagement by recognising and reward those who show commitment and engagement. In the end, employee engagement is essential for any business to stay significant in the current economic climate (Sarwar et al.,2020).

 

 

Employee Engagement Key Dimensions

Sun and Bunchapattanasakda (2019) in their work titled ‘Employee involvement: A Literature Review’ serve comprehensive examinations of the essential components of employee engagement. Pinder and Harlos (2011) performed a survey of the literature on employee engagement and found four important dimensions: job participation[AC1], organisational commitment, job happiness, and work motivation. The first bit lists work contentment, determination, incentive, and engagement as the primary variables impacting employee involvement. Employment happiness is the state of being content with one's employment, which is influenced by things like wages and working circumstances. The term "commitment" describes how dedicated and obedient an employee is to their work. The internal or external factors that encourage an individual to work harder are known as motivation (Noviani, 2021). The degree of participation an employee has in their work is what is referred to as engagement. Participation in the workforce is crucial for effective organisations.

Employers need to not only recognise but also appreciate employees for their contributions in order to enable them to feel involved and encouraged. Committed and driven workers are more likely to be beneficial, genuine, and dedicated to their employers. Job fulfilment, acknowledgement, independence, and discussion are a few variables that affect employee participation. Employee involvement is largely influenced by job happiness since it demonstrates how staff members perceive their work and supervisors. Employee promotion additionally centres [AC2]  on recognition because people want to feel valued and acknowledged for their effort[AC3]  (Odunlade, 2012). Furthermore, responsibility is crucial because it enables staff members to assume accountability for their job while engaging in decision-making processes. Last but not least, it necessitates effective interaction to ensure that staff members are cognizant of their responsibilities and feel like an integral component of the organisation as a whole. Employers must foster a culture that values and honours employee participation in order for workers to feel appreciated and inspired to deliver their best work (Abarantyne et al., 2019).

Further details on staff engagement are given in the second article. Both the employer's and the employee's points of view are addressed when discussing the notion of employee involvement. It entails that employment contentment, commitment to the organisation, and work engagement are the three primary aspects of employee engagement. The term "job satisfaction" alludes to an employee's desire to work and an enthusiastic attitude towards their work (Sutiyem et al., 2020). The employee's participation in and enthusiasm for their task encompass work engagement. In a two-way process, employee involvement includes both the employer and the employee. Employers must establish a work atmosphere that encourages employee involvement. This entails offering a welcoming, secure, and safe working environment with lots of chances for professional development, acknowledgement, and rewards. Employees must be dedicated to their work while also making an effort to constantly enhance their performance. Additionally, they ought to be self-assured and open to difficulties. Employers should also make sure that their staff members receive the proper training, encouragement, and appreciation for their work. Aside from being efficient and driven, employees also need to own their roles in the workplace.

The hospitality sector is one sector where successful employee involvement is demonstrated. The Marriott International hotel company, in particular, has had success with employee engagement by offering them chances for training and growth as well as recognition and rewards (Hassanein and Ozgit, 2022). The business has also put in place an "Employee Engagement and Recognition Program" that consists of things like regular "Employee Recognition Awards," "Employee of the Month" honours, and "Outstanding Performance Awards." The company's principles and culture [AC4] have been successfully promoted through this initiative, which has also increased employee happiness and involvement. According to a report published in the Harvard Business Review, for instance, businesses with high staff involvement levels have better customer happiness, higher rates of customer loyalty, and higher profitability (Dehghanpouri et al., 2020). Additionally, a study from the University of California, Davis showed a strong correlation between higher output and employee engagement, with involved workers producing more than their inactive peers. In addition, employees who are engaged in their job are more likely to remain with their business for an extended period of time and are more likely to suggest it to others, according to a study by the Corporate Leadership Council[AC5]  (Wheelen et al.,2017).

Research and instances from the business world highlight how crucial employee involvement is in the workplace. Organisations can develop a more productive and engaged staff by offering chances for training and growth as well as acknowledgement and rewards. Increased productivity, increased client happiness, increased productivity, loyalty, and revenue can all result from this.

 

 

An analysis of the potential value of engaged employees

The degree to which workers are mentally invested in their tasks and their company is known as job involvement (Moletsane et al., 2019). Organisational dedication is a gauge of how closely a worker is bound to the company and how eager they are to stick around over the long haul. The success of an enterprise depends on all four of the main aspects of employee involvement, all of which are interconnected. Employees who are thoroughly invested in their job are more likely to be driven to deliver their best work and feel strongly about the company. This, in turn, generates a rise in work engagement, which improves job satisfaction. A highly enthusiastic, committed, and driven personnel is the end product. It is obvious how important a motivated staff is to a company. A more involved staff is more effective, efficient, and devoted to the company. This is a priceless tool in the cutthroat business environment of today.

Engaged employees are more likely to be innovative and creative, as well as more likely to take the initiative to fix issues, according to a report by the Chartered Institute of Personnel and Development (CIPD, 2018). A company may greatly profit from this because it gives them an advantage over rivals in a crowded market. Devoted workers are more likely to be engaged with their company. Long-term, this devotion can be a huge advantage because it results in reduced turnover rates and less disruption of [AC6] business operations ( Yeung and Huo, 2020). Additionally, it increases client loyalty because people are more likely to believe a company with a dedicated and loyal staff. Employee engagement additionally boosts inspiration as well as efficiency. Employees who are involved are 21% more productive than their disengaged peers, according to a Gallup organisation survey. (Gallup, 2017). This can have an immense impact on a company's bottom line because higher output translates into greater revenue. Motivated workers are more likely to be content with their work and structure. Increased work happiness results from this, and increased job involvement and a stronger feeling of loyalty to the company follow[AC7]  (Sun and Bunchapattanasakda, 2019) This can be a huge asset to a company because happy workers are more likely to stick around over the long run and are less likely to look for work elsewhere.

It is evident that in today's cutthroat business environment, motivated workers can be a valuable addition to a company. Engaged workers are more efficient, innovative, and devoted, which can offer a company a significant economic edge. In order to enjoy the benefits of having a highly driven and engaged workforce, it is crucial for companies to create and keep an atmosphere that is favourable to employee engagement. However, employee involvement is a two-way path. Employee involvement is something that they themselves must be accountable for. They should be dedicated to their job and make an effort to deliver their best effort. Both the business and its workers benefit from having a motivated and involved staff. An engaged workforce can benefit businesses, and workers can benefit from the satisfaction of knowing that their work is respected and recognised. Companies can create a culture of employee involvement that will increase productivity and success by fostering a positive work atmosphere and offering worthwhile incentives.

 

 

CONCLUSION

In summation, an essential aspect of any organisation's accomplishment is employee [AC8] engagement. Employee involvement benefits the company by boosting happiness and productivity, boosting retention, lowering absence and attrition, and eventually assisting in the accomplishment of the company's objectives. Understanding the vital elements of employee engagement and how it can be an effective strategy in today's cutthroat business environment is critical. Businesses can use employee involvement as a potent instrument to foster greater loyalty, teamwork, and efficiency. It promotes a collaborative atmosphere that can give companies a competitive edge and boost profits in the highly competitive business environment of today. [AC9] Disengaged employees are less effective and efficient, and they adversely impact the organisation's ability to flourish. Employee disengagement can seriously harm output and workplace happiness. Managers should concentrate on creating an inclusive workplace atmosphere and rewarding workers for their efforts both materially and mentally in order to get rid of it.

 

 

REFERENCES

• Abarantyne, I., Naidoo, V. and Rugimbana, R., 2019. The impact of psychological contracts on employee engagement at a university of technology. SA Journal of Human Resource Management, 17(1), pp.1-11.
• Brad Shuck, M., Rocco, T.S. and Albornoz, C.A., 2011. Exploring employee engagement from the employee perspective: Implications for HRD. Journal of European Industrial Training, 35(4), pp.300-325.
• Chanana, N., 2021. Employee engagement practices during COVID?19 lockdown. Journal of public affairs, 21(4), p.e2508.
• Dehghanpouri, H., Soltani, Z. and Rostamzadeh, R., 2020. The impact of trust, privacy and quality of service on the success of E-CRM: the mediating role of customer satisfaction. Journal of business & industrial marketing, 35(11), pp.1831-1847Hassanein, F. and Özgit, H., 2022. Sustaining human resources through talent management strategies and employee engagement in the Middle East hotel industry. Sustainability, 14(22), p.15365.
• Markos, S. and Sridevi, M.S., 2010. Employee engagement: The key to improving performance. International journal of business and management, 5(12), p.89.
• Moletsane, M., Tefera, O. and Migiro, S., 2019. The Relationship between Employee Engagement and Organisational Productivity of Sugar Industry in South Africa: The Employees' Perspective. African Journal of Business & Economic Research, 14(1).
• Noviani, E., 2021. THE IMPORTANCE OF PROVIDING MOTIVATION TO BRING WORK SPIRIT THAT IMPACT ON INCREASING PERFORMANCE. AKADEMIK: Jurnal Mahasiswa Ekonomi & Bisnis, 1(2), pp.49-58.
• Odunlade, R.O., 2012. Managing employee compensation and benefits for job satisfaction in libraries and information centres in Nigeria. Library Philosophy and Practice, 714(1), pp.1-12.
• Osborne, S. [AC11] and Hammoud, M.S., 2017. Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), p.4.
• Sarwar, H., Ishaq, M.I., Amin, A. and Ahmed, R., 2020. Ethical leadership, work engagement, employees’ well-being, and performance: a cross-cultural comparison. Journal of Sustainable Tourism, 28(12), pp.2008-2026.
• Sun, L. and Bunchapattanasakda, C., 2019. Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), pp.63-80.
• Sutiyem, S., Trismiyanti, D., Linda, M.R., Yonita, R. and Suheri, S., 2020. The impact of job satisfaction and employee engagement on organisational commitment. Dinasti International Journal of Education Management And Social Science, 2(1), pp.55-66.
• Wheelen, T.L., Hunger, J.D., Hoffman, A.N. and Bamford, C.E., 2017. Strategic management and business policy (Vol. 55). Boston: Pearson.
• Ye, Y., Yeung, A.C. and Huo, B., 2020. Maintaining stability while boosting growth? The long-term impact of environmental accreditations on firms' financial risk and sales growth. International Journal of Operations & Production Management, 40(12), pp.1829-1856.