员工敬业度的重要性

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.