Importance of Employee Engagement

In HR literature, engagement is described as the enthusiasm employees feel regarding their work. Engagement referred to the extent to which the workers of an organization are passionate about their work and devote themselves to their work (Markos & Sridevi, 2010). Employees who are engaged go the additional mile to add to the achievement of the organization. So, engagement implies that employees work and convey what needs be in a physical, psychological and enthusiastic way (Mishra et al. 2014). Employee engagement is a working environment approach bringing about the right conditions for all individuals within a company to give of their best every day, focused on their firm’s values and objectives and mission, spurred to add to the success of the organization, with their very own upgraded feeling of well-being. Employee engagement depends on the integrity, trust, two-way responsibility and correspondence between a company and its workers (Dalal et al. 2012). Employee engagement is an approach that helps in increasing the probability of business achievement, adding to individual and organizational performance, profitability and prosperity. It is usually capable of being measured, and it fluctuates from poor to extraordinary. It can be supported and drastically increased, and it can be discarded or lost (Gruman,  & Saks 2011).

Engagement is an imperative HR variable for many organizations. It empowers the organization to convey a better execution and to gain the upper hand or a competitive advantage over rivals (Mishra et al. 2014). Employees who are engaged make extra effort, take in more, and quicker, and are more inventive. Also, they are the ambassadors of the organization. Moreover, engagement is a decent indicator of consumer loyalty, work force maintenance, efficiency and productivity. Engagement takes submitted and inspired workers to the following level (Welch, 2011). Engaged representatives focus on the objectives of the organization and on the outcomes that the firm anticipates from them. They have the inclination that they truly can add to the achievement of the association and that every one of their capacities is being used (Wiley, 2010).

Companies increase employee engagement in the following ways. Firstly, the senior administration needs to articulate well an unmistakable vision to all workers. Without an unmistakable objective, the worker will not realize what they are working toward. Secondly, workers ought to be urged to straightforwardly convey and impact the vision of the firm with their input. Thirdly, coordinate supervisors or direct manager ought to cultivate sound relationships with their employees (Markos & Sridevi, 2010). Also, senior authority needs to persistently show that workers affect their workplace environment. Fourthly, the managers should show workers that they are highly valued as genuine donors, giving them a feeling of empowerment. Managers need to sort out and energize group volunteerism in communities as a method for giving back and empowering social communication outside the workplace. Finally, organizations ought to offer back to neighborhood charities. Corporate giving projects, such as coordinating gift projects and volunteer awards, are an incredible path for partnerships to bolster firms that workers care about (Macey & Schneider, 2008). It is evident that research suggests that employee engagement is critical to an organization’s success because it fosters employee retention, increases productivity, and ultimately leads to increased profits. This implies that employee engagement is very important to organizations in many ways as indicated by the following essay.

There is several importance of employee engagement. Firstly, employee engagement has the ability to help a company’s cause marketing. An organization that takes up a specific cause during a particular time period need to have engaged employees; it is better to get people on board with a cause they really care about or making them to take part in an event they want to be part of because engaged employees is usually a boon for the organization’s cause marketing efforts (Mishra et al. 2014). Employees who are often engaged appreciate being a piece of an answer. They jump at the chance to take an interest in occasions and volunteer with philanthropies. Representatives who are locked in at work will be more than willing to assist when the organization they work for pursues a noble cause (Wiley, 2010).

Secondly, better engagement implies better productivity. Therefore, a corporation having engaged workers performs better than organizations whose workers are not engaged by more than 200% (Mishra et al. 2014).  At the point when workers are locked in at work, they feel an association with the organization. The employees often trust that the work they are doing is vital and subsequently work harder resulting in higher productivity. However, Gallup points out that the absence of worker engagement costs American organizations anywhere in the range of $450 billion to $550 billion each year after the factoring in of working environment absenteeism, accidents, and bigger heath care expenses (Markos & Sridevi, 2010). Therefore, having or emphasizing employee engagement cold help in significantly shrinking such a massive chunk thereby improving the profitability of a company.

On the other hand, employees who are engaged are less likely to quit. In case an individual is totally glad and content in a relationship, they are less likely to break up with their significant other. The similar principle goes for the relationship of employees with their bosses. About $11 billion is lost because of yearly employee turnover (Mishra et al. 2014). This amount of money will be saved in case the members of the team are engaged and feel wanted and appreciated because they are less disposed to search for other employment opportunities. Encouraging a culture of worker engagement can be the sure way to diminishing turnover rates and in result boosting retention of employees (Gruman,  & Saks 2011). In the event that workers feel required and needed when they report to work every day, the associations they shape with the organization as well as with their different colleagues are not easily eroded. An organization is able to reduce the risk that the employees will quit by developing and keeping up these connections (Wiley, 2010).

Additionally, employees who are engaged tend to be positive. Employees who feel separated and withdrawn will probably have negative things to say in regards to the organization. On the off chance that a withdrawn worker is fired or leaves a company, they can vent their dissatisfactions on as many social sites and forums as possible which may be detrimental to the company’s public image (Welch, 2011). Since negative criticism has a tendency to be amplified more than a positive one, the credibility and reputation of the company could be harmed because of one disgruntled, disengaged worker. On the contrary, engaged workers are always positive and have exciting things to say in regards to where they work. Even if they are gloating about their jobs to clients or just telling loved ones how much they appreciate working, engaged workers will spread the uplifting news about the organization thereby marketing the organization to the public (Macey & Schneider, 2008).

Also, engaged employees usually feel satisfied and therefore employee engagement is not only advantageous for the organization but also to the employees themselves. Engaged employees at work feel happy with their vocations and are for the most part more joyful people than workers who are not engaged (Kular et al. 2008). Therefore, it is critical to recall that boosting the engagement of workers is not just about making robotic employees, more productive employees and improving profits; employee engagement is beneficial for both sides and need be dealt with as a two-way street. An example of the greatest advantages to the increased employee engagement is that an organization will be encompassed by happy employees who appreciate coming to work consistently. This is because engaged employees are bright and cheerful representatives (Dalal et al. 2012).

Employees who are engaged are usually more magnanimously or philanthropically minded. Engaged employees at work need to realize that the organization they work for cares or thinks about the whole community (Macey & Schneider, 2008). On the off chance that the organization energizes volunteerism or gives volunteer grant programs or matching gift, engaged workers will probably exploit these chances to give their money and time toward noble causes. Through the creation of an environment of corporate generosity, an organization can help employees in contributing to charitable associations as well as helping them feel more connected with the organization and satisfied at work. This will present a positive corporate image for the company to the community hence getting the necessary support to survive and grow (Saks, 2011).

Employee engagement is also important in that it fosters better communication among the employees and the employer. Workers who truly care about their employments are more viable communicators with their leaders, colleagues, and clients alike. However, workers who are disengaged may thoughtlessly go through their day without recalling any of the discussions that they had in the event that they had any by any stretch of the imagination (Mishra et al. 2014).  But employees who are engaged will connect with each other in invigorating dialogs that could transform into gainful meetings to generate new ideas. Therefore, fusing a culture of employee engagement can help workers connect with each other as well as help in creating new ideas and innovations. Engaged employees are usually more creative because the majority of the discussions that usually take place within or inside the organization on account of expanded worker engagement can possibly make the workers more creative and inventive (Macey & Schneider, 2008). However, employees who are disengaged seldom deliver new solutions or convey inventive thoughts to the table; as they often have little enthusiasm for adding to the master plan or being imaginative with their employment (Saks, 2011). On the other hand, employees who are engaged observe innovativeness to be fundamental. They often thrive with realizing that they can discover better approaches for completing projects and tasks and are continually searching for new takes on the old ideas (Welch, 2011). Organizations need to take in more about expanding worker engagement because they can support profitability and benefits, as well as help the workers achieve their maximum capacity and anticipate coming to work every day by making an atmosphere of employee engagement, you. The workers will definitely feel more fulfilled, and content with their professions and the organization will profit from higher profits and productivity (Bedarkar & Pandita, 2014).

All ranges of the economy are encountering monetary strain, including the general population segment where the workforce is negotiating a lot of progress. This is apparent in places, for example, the NHS, where staff will be entrusted with executing the late Health and Social Care Act (Kular et al. 2008). Employee engagement refers to an idea that creates solid positive attitudes among individuals towards their work and their company, and this assumes a noteworthy part in guaranteeing that they give their best notwithstanding when challenges are out of hand, most likely we have to enhance it now like never before (Macey & Schneider, 2008). The idea itself is not new; the blend of components that make up employee engagement have been around for quite a while. These incorporate job satisfaction, organizational commitment, and organizational citizenship that is the eagerness to go beyond one’s particular role to be useful (Wiley, 2010).

The particular element of the idea of employee engagement is that it pulls these positive occupation and work states of mind together under one umbrella. Advocates contend that the exploration unmistakably demonstrates that high employee engagement results in better organizations (Mishra et al. 2014).  All in all, this is valid. There are numerous research studies and case histories such as the survey by Nita Clarke and David Macleod titled Engaging for Success that connects more elevated amounts of employee engagement with better execution and efficiency, lower rates of nonattendance through affliction and more consumer loyalty and satisfaction (Markos & Sridevi, 2010).

However, in spite of the fact that the proof seems broad and persuading, a more critical look uncovers that the true picture is not as clear as it appears. To begin with, employee engagement is not a solitary, unitary construct. Although this is not an issue in itself, however, it is crucial to perceive that each of the distinctive variables that are packaged together under the engagement umbrella tends to have different causes or consequences (Mishra et al. 2014). For instance, it is flawlessly feasible for somebody to be focused on their job yet not to their company. Since engagement is not just a single construct but rather numerous, it implies that the results will differ contingent on the part of engagement is included. Therefore, blanket thought that higher engagement would prompt better employee performance is simply not the situation. Some late research by Veronica Hope-Hailey and associates, for instance, has demonstrated that individuals who have inspirational states of mind towards their companies do not really work harder (Welch, 2011). Then again, individuals who concentrate on tackling issues or problems and carry on emphatically are not really loyal to their respective companies (Bedarkar & Pandita, 2014). This means that an organization needs to influence a specific aspect of engagement if it is striving for at a particular result. For instance, if the objective is to motivate individuals to support and help each other more eagerly, the emphasis ought to be on the engagement aspect that is organizational citizenship, instead of, say, attempting to enhance job satisfaction. In spite of the fact that engagement is comprised of numerous features, there is one center part that firms and managers need to handle and consider important: workers of a company need to feel that the organization is extremely interested in them (Kular et al. 2008). Concentrating on the most proficient method to get discretionary effort from individuals, or how to guarantee that they really believe in the mission of the organization should not take priority over showing concern over the wellbeing of the employees (Macey & Schneider, 2008).

Employee engagement has been increasing more fame among brands and organizations alike, and all things considered. Be that as it may, why is it critical to have connected with workers? It’s very basic: Businesses with more connected with workers perform better. Setting aside the opportunity to effectively draw in representatives can prompt enhanced business results and construct solid client faithfulness (Bedarkar & Pandita, 2014). Sooner or later amid the “purchaser’s trip,” potential clients will have some type of collaboration with a worker. In light of this collaboration, the potential client will frame their initial introductions about the business (Markos & Sridevi, 2010). On the off chance that clients experience workers who are confounding or negative, it can push away potential business. At the point when, then again, the client has a positive cooperation with a representative who is really energetic about their item, the general client encounter progresses. That prompts rehash deals, informal suggestions, and higher engagement levels through advanced media and long range interpersonal communication locales. From higher profitability levels to expanded assurance, the advantages of worker engagement are excessively extraordinary, making it impossible to overlook. Reliably enabling representatives to draw in both inside and remotely is crucial to increasing new clients and customers, and it’s something that each business must do to succeed (Gruman,  & Saks 2011).

It is clear that employee engagement is important to businesses because it helps in making higher profits. Also, organizations that have more engaged employees tend to perform better. Generally, organizations that have more engaged workers have a productivity level which is 51 percent higher than organizations with disengaged employees (Bedarkar & Pandita, 2014). Besides, organizations that have higher employee engagement tend to have a shareholder return which is 9 percent higher than firms having employees who are disengaged (Saks, 2011). Additionally, firms that have more engaged employees have the most effective employee communication which results in a higher shareholder returns than those with lower employee engagement. Engaged employees usually outperform employees who are disengaged by around 20 to 28 percent (Macey & Schneider, 2008). Companies that have more engaged employees demonstrated a 19 percent rise in their operating income contrasted with a 33 percent fall in organizations that have employees who are disengaged.


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