The employee engagement has become a hot topic of discussion in the corporate world. There is no single accepted definition of engagement or recognised approach for measuring or raising it. HRM Practitioners have involved in quite a lot of study to understand employee engagement and its impact on the performance of the organisation. According to them, employee engagement is a level of commitment and involvement of employees towards their organisation and its value. An engaged employee works with his/her colleagues to improve their productivity within their job, for the ultimate benefit of the organisation.
This paper critically reviews MacLeod Report (2009), ‘Engaging for Success’ and analysis it’s suitability as an engagement model for the organisations to adapt. Also, this paper suggests an alternative engagement model, which can be applied and adopted by the organisation for achieving their strategic objectives.
The employee engagement is a relatively new term in the corporate world. Due to the global nature of work and diversity of workforce, it has become a key part of competitive advantage for many organisations. The engagement at work was conceptualized by Kahn (1990:694) as the “harnessing of organisational members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively and emotionally during role performances”. The other related construct to engagement in organisational behaviour is the notion of flow. Csikszentmihalyi (1975, 1990) defines flow as the ‘holistic sensation’ that people feel when they act with total involvement.
Thus employee engagement is the level of commitment and involvement, which an employee has towards his or her organisation and its value. It is about creating an environment and culture where people can do the best possible job. It creates a genuine sense of collaboration, ownership and trust between the employer and the employee. An engaged employee is aware of the business context and works with his/her colleagues to improve their productivity within their role, for the ultimate benefit of the organisation
Importance of Employee Engagement
Most of the business managers agree that highly engaged employees create a greater impact on customer satisfaction. Past research on employee engagement, demonstrated that engaged employees increased profitability while disengaged employees, actually reduced profit margins.
Benefits of employee engagement, includes
High rate of employee retention
Improved employee loyalty
Enhanced business growth
Creates highly motivated workforce
Improve customer satisfaction
Induces employee trust
Categories of Employee Engagement
Gallup (2008) has classified three different types of people in the organisation.
Engaged Employees- who work with passion and connect with the organisational values.
Disengaged Employees- who put their time, with lack of passion in...