Introduction
Employee engagement in Human Resources Management (HRM) is a concept that has been gaining increasing relevance in recent years. Companies realize the importance of having a highly engaged and motivated workforce to increase productivity, performance, and profitability. The concept of employee engagement has evolved from the traditional idea of “employee satisfaction” to a more holistic approach that seeks to create an organizational culture that encourages employee-employer relationships, innovation, and collaboration. The concept of employee engagement is familiar and can be traced back to the 1920s when researchers began to examine the impact of employee motivation on productivity. Since then, the concept of employee engagement has been studied and developed to include various topics such as employee participation, job satisfaction, job design, and organizational culture. If employers can create an environment where employees feel valued, motivated, and engaged, they will be more productive and successful.
According to Redman et al. (2013), in recent years, the concept of employee engagement has been further developed to include the idea of “engagement strategies” designed to improve individual and organizational performance. These strategies aim to create an environment where employees feel connected to the organization, valued, and motivated to contribute to the organization’s success. The focus on engagement strategies has led to the developing of a wide range of approaches, including performance management, workplace culture, and reward systems. It is crucial to explore the concept of employee engagement in HRM, its history, and the various engagement strategies that can be used to improve individual and organizational performance. Also, discussing the benefits of engaging employees and how it can increase employee satisfaction and performance is a component of this essay. Finally, the essay will discuss the challenges of implementing employee engagement strategies and suggest various solutions.
Section 1
According to Albrecht (2010), employee engagement is a concept that has been gaining significant attention in recent years and is defined as “the level of commitment and involvement an employee has towards their work, organization and its values.” It is widely accepted that employee engagement is critical in influencing individual and organizational performance, as it helps ensure that employees are motivated, productive and satisfied with their work. Employee engagement has been operationalized in many ways, including through the use of surveys, focus groups and interviews. Such methods allow organizations to measure the level of employee engagement and identify areas for improvement. Employee engagement can also be operationally defined by employee morale, commitment, loyalty, and retention.
The concept of employee engagement encompasses two core concepts: personal and professional development and recognition and reward. Schaufeli (2014) states that personal and professional development involves providing resources, support and training to help employees reach their full potential. Personal and professional development can include providing access to educational opportunities, career development and job enrichment. Recognition and reward involve providing tangible rewards such as monetary bonuses, additional vacation time or public recognition for doing a good job.
As per Bridger (2015), the two concepts significantly impact the HR interventions an organization uses to engage its employees. Selection processes that focus on potential employees’ personal and professional development will ensure that the organization is recruiting people who are motivated and eager to learn and grow. Performance management processes should focus on recognizing and rewarding employees for successful performance, while talent management should focus on developing and maintaining a highly skilled workforce. Therefore, employee engagement is a concept that has been gaining increasing attention in recent years and is seen as crucial to individual and organizational performance. Employee engagement is operationally defined as employees’ level of commitment and involvement towards their work, organization and values. Engagement comprises two core concepts: personal and professional development and recognition and reward. These concepts significantly impact the HR interventions used to engage employees, such as selection, performance and talent management.
Section 2
Employee engagement is an essential concept in the modern workplace, as it can significantly impact individual and organizational performance. Employee engagement is dedication and commitment to their work and organization. As per George (2011), organizations must create a positive work environment that encourages and rewards employees for their performance. It can be done by providing meaningful and engaging tasks, offering competitive salaries and benefits, training and development opportunities, and fostering trust and collaboration. One example of how employee engagement can improve individual and organizational performance is through a reward system. Rewards can be used to recognize and motivate employees to achieve their goals and objectives. Rewards can be achieved through various methods, such as offering bonuses, gift cards, paid time off, or even recognition awards. Various reward systems can increase employee motivation and commitment, increasing productivity and satisfaction.
Another way to improve employee engagement is to provide employees with meaningful opportunities for growth and development. Growth opportunities can be offered by offering training and development programs, mentorship programs, and career advancement opportunities. According to Carucci (2021), by providing these opportunities, organizations can foster a sense of ownership and pride among employees and encourage them to stay with the organization for the long term and contribute to its success. Finally, organizations can also improve employee engagement by creating a culture of trust and collaboration. Trust and collaboration can be achieved through various methods, such as open communication, allowing employees to provide feedback and suggestions, and providing employees with a safe and supportive work environment. By creating a culture of trust and collaboration, organizations can foster a sense of belonging among employees and encourage them to invest in their work and the organization.
Section 3
National culture is the shared values, beliefs, and norms of a particular nation that influence how its citizens behave and interact. Various factors influence these cultural values and norms, including the country’s history, geography, language, economy, and politics. Goler (2018) states Examples of national culture, which include the French emphasis on politeness and formality, the German emphasis on order and efficiency, and the American emphasis on individualism and self-reliance. Corporate culture, as per Groysberg (2008), refers to the values and norms that shape the behaviour of employees within an organization. Senior management often sets these values and norms, and organizations can have cultures distinct from their home nation. Examples of corporate culture include the emphasis on innovation and creativity at Google, the emphasis on cost-efficiency at Walmart, and the emphasis on customer service at Apple.
The impact of national and corporate culture on employee engagement is an essential consideration for organizations. Guest (2014a) states that the cultural values and norms of the nation and the organization can shape employee engagement strategies and the outcomes of those strategies. To better understand the impact of national and corporate culture on employee engagement, looking at the Hofstede Cultural Dimensions theory is helpful. According to Guest (2014b), the theory proposes six dimensions of national culture: power distance, individualism, uncertainty avoidance, masculinity, long-term orientation, and indulgence. Power distance is the extent to which a society accepts that power is distributed unequally. As per Kibum et al. (2019), countries with high power distance, such as those in Latin America, tend to have hierarchical organizations with clearly defined roles and responsibilities. Countries with low power distance, such as those in Scandinavia, tend to have more egalitarian organizations with more flexible roles and responsibilities.
Individualism is the extent to which individuals are expected to take care of themselves and their immediate family. Countries with high individualism, such as the United States, tend to have more self-reliant and independent employees. According to Sull et al. (2022), countries with low individualism, such as Japan, tend to have more interdependent employees focused on the collective. Uncertainty avoidance is the extent to which a society tolerates ambiguity and uncertainty. Countries with high uncertainty avoidance, such as Germany, tend to have more risk-averse employees and favour structure and order. Countries with low uncertainty avoidance, such as the Netherlands, tend to have employees more open to risk and experimentation.
The Hofstede Cultural Dimensions theory provides a valuable framework for understanding the impact of national and corporate culture on employee engagement. The cultural values and norms of both the nation and the organization can influence the types of effective employee engagement strategies, as well as the outcomes of those strategies. Organizations should consider the cultural values and norms of both the nation and the organization when designing and implementing employee engagement strategies to ensure the best outcomes for individual and organizational performance.
Section 4
The first issue is regarding employee engagement. To ensure that employees are engaged and motivated, creating a culture of collaboration and trust among employees is essential. Collaboration and trust can be achieved through effective communication and a clear understanding of the company’s goals and objectives. Managers can foster a sense of ownership in the company’s success by allowing employees to be involved in decision-making. Through regular feedback and communication, employees can be made aware of the progress being made and how their individual contributions are making a positive impact. Albrecht (2010) found that companies with higher engagement and trust levels had higher levels of performance than those without. Additionally, research conducted by Carucci (2021), showed that employees who felt that their work was meaningful and that they had a sense of belonging to the company were more likely to remain engaged and motivated.
On the other hand, some sources argue that employee engagement is more than dependent on communication and understanding goals. According to Groysberg (2008), employees who lack a sense of purpose or feel that their work could be more meaningful may become disengaged. Additionally, a study by Kibum et al. (2019) found that employees who do not feel valued or recognized are more likely to disengage. To address these issues, managers should create a sense of purpose and recognition among employees. A sense of purpose could be achieved by setting clear goals and objectives, providing employees with regular feedback and recognition, and ensuring their work is meaningful. Additionally, managers should ensure that employees have access to the necessary resources and support to do their job effectively, as this can help create a sense of ownership and motivation.
The second issue is regarding employee retention. It is essential to create an environment where employees feel valued and supported to ensure that employees remain loyal and engaged. The atmosphere can be achieved through clear policies regarding job security, recognition, and rewards. Additionally, providing employees with career development and growth opportunities can keep them engaged and motivated. Goler et al. (2018) conducted this research and found that when employees felt that their contributions were recognized, they were more likely to remain loyal and engaged. Additionally, Schaufeli’s (2014) research showed that employees who felt their work was meaningful and had a sense of belonging were likelier to remain engaged and motivated. On the contrary, some sources argue that employee retention is more than just dependent on communication and understanding of goals. According to George (2011), employees who lack a sense of purpose or who feel that their work could be more meaningful may become disengaged. Additionally, a study by Bridger (2015) found that employees who do not feel valued or recognized are more likely to disengage.
To address these issues, managers should create a sense of purpose and recognition among employees. According to Truss et al. (2013), creating a sense of purpose could be done by setting clear goals and objectives, providing employees with regular feedback and recognition, and ensuring their work is meaningful. Additionally, managers should ensure that employees have access to the necessary resources and support to do their job effectively, as this can help create a sense of ownership and motivation. Finally, managers should strive to create an atmosphere of trust and collaboration, as this can help build employee loyalty and trust.
Conclusion
Employee engagement is a concept that has been gaining increasing attention in recent years and is seen as crucial to individual and organizational performance. Employee engagement is operationally defined as employees’ level of commitment and involvement towards their work, organization and values. The concept of employee engagement is comprised of two core concepts: personal and professional development and recognition and reward. The impact of national and corporate culture on employee engagement is an essential consideration for organizations. The cultural values and norms of both the nation and the organization can shape employee engagement strategies and the outcomes of those strategies.
To ensure that employees are engaged and motivated, organizations should focus on creating a culture of collaboration and trust among employees, providing employees with meaningful opportunities for growth and development, and creating a culture of trust and collaboration. Additionally, organizations should consider the cultural values and norms of both the nation and the organization when designing and implementing employee engagement strategies to ensure the best outcomes for individual and organizational performance. Finally, organizations should focus on creating a sense of purpose and recognition among employees, providing them with the necessary resources and support, and creating an atmosphere of trust and collaboration. By implementing these strategies, organizations can ensure that their employees are engaged, motivated, and contributing to the organization’s success.
Reference List
Redman T. & Wilkinson A. & Dundon T. (2013) Contemporary Human Resource Management: Text and Cases. Pearson (Recommended Textbook for Course)
Albrecht, S.L. (2010) Handbook of Employee Engagement. New Horizons in Management (ed. Cary L. Cooper). Publisher: Edward Elgar
Bridger, E. (2015). Employee engagement. London: Kogan Page.
Carucci, R. (2021) To Retain Employees, Give then a Sense of Purpose and Community, Harvard Business Review, October 11, 2021
George, J.M. (2011). The wider context, costs, and benefits of work engagement. European Journal of Work & Organizational Psychology, 20, 53-59.
Goler, L., Gale, J., Harrington, B., & Grant, A. (2018) The 3 Things Employees Really Want: Career, Community, Cause. Harvard Business Review, February 20, 2018. https://hbr.org/2018/02/people-want-3- things-from-work-but-most-companies-are-built-around-only-one
Groysberg, B. (2008) The Royal Bank of Scotland Group: The Human Capital Strategy. Harvard Business School Case Collection
Guest, D. (2014a). Employee engagement: a sceptical analysis. Journal of Organizational Effectiveness: People and Performance, 1, 2, 141-156.
Guest, D. (2014b). Employee engagement: fashionable fad or long-term fixture?, in Truss, C., Delbridge, R., Alfes, K., Shantz, A. & Soane, E. (Eds.), Employee engagement in theory and practice (pp. 221-235). London: Routledge.
Kibum, K and Park, J. (2019) The Life Cycle of Employee Engagement Theory in HRD Research, Advnaces in Developing Human Resources, 1-19. Sage Publications
Schaufeli, W.B. (2014). What is engagement? in Truss, C., Delbridge, R., Alfes, K., Shantz, A. & Soane, E. (Eds.), Employee engagement in theory and practice (pp. 15-35). London: Routledge.
Sull, D. Sull, C. and Zweig, B. (2022) Toxic Culture is Driving the Great Resignation, MIT Sloan Management Review, January 11, 2021
Truss, C., Soane, E., Shantz, A., Alfes, K. & Delbridge, R. (2013). Employee engagement, organizational performance and individual wellbeing: exploring the evidence, developing the theory’. International Journal of Human Resource Management, 24, 14, 2657-2669.
Interesting Company Reports for background information:
https://www.adpri.org/wp-content/uploads/2020/07/29032921/R0110_0520_v5_DSEE_ResearchReport.pdf
Bersin (2015b). Employee Engagement.
http://www.bersin.com/Lexicon/Details.aspx?id=1438
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