Key Drivers of Employee Engagement

1. Introduction

The idea of ​​engaging with employees is already in demand right now, as many drivers have been identified, which affects employee performance and their well-being in the workplace. As companies and corporations strive to survive and thrive in strong competition, the physical and mental well-being of employees will be an important part of what HR executives should focus on (Jeffrey, 2015).  

Through the following video we can get an understanding on the key drivers on employee engagement (Bython, 2018). According to same, the leadership of any organization plays a vital role towards driving employee engagement. Secondly it states that employee performance and evaluation system on same by leaders is also essential since it is linked to defining employees job role, development and reward mechanism. Talent management is also an important aspect as it improves employee skills and clear goals has to be established which are achievable. Clearly defining employee tasks or goals is also essential as it drives the employee in the correct part towards reaching the expectations of the company when conducting routine operations   (Bython, 2018).

Video 1.0 – Key Drives of Employee Engagement

https://youtu.be/T9dStyQIex8

 (Source :   Bython Media 2018)

2. Key Drivers of Employee Engagement

Employers know that “working employees” are more productive than ever, and every organization should evaluate the drivers of engagement. There are a number of drivers and practitioners involved in this study considering three drivers, namely communication, Work Life Balance, Leadership. As stated by Sharma (2018) , there are ten main components which have to be taken into consideration when identifying the key employee engagement drives. (Sharma N, 2018). According to Timothy (2012) , the same could be conceptualized into six main groups as shown in the following graph (Timothy, 2012).

Figure 1.0 : Key Drivers of employee engagement

 

(Source :  Timothy 2012)

As per the above figure, there are six main factors as explained by Timothy (2012), which are stated as the six key drivers of employee engagement (Timothy, 2012).  It is important to deeply analyze on same in order to identify how the same contributed towards employees being engaged. Moreover among other factors, leadership has been identified and could be stated as the vital factor when identifying factors on the drivers of employee employment.

2.1 Leadership

If employees do not feel that leadership is connecting with people at work or providing themselves, they may begin to question confidentiality and question high - level business decisions. This driver measures whether or not employees feel that their leaders are committed to doing what is best for the company, and how well they are pursuing those commitments (Madhura B, 2014). Integrity, in this context, refers to the sense that employees have trusted and trusted leadership, and will continue to do what they say they are going to do.

 

2.2 Value Employees:

Gaining meaning at work is one of the most important aspects of employee engagement. When this driver is at play, employees believe that being immersed in work gives them value. Sometimes that means they feel a sense of purpose. Other times they get meaning from factors such as status, compensation or influence. How or why a person finds meaning in their work is unique to each person, but it has a major impact on the level of participation of each employee (Timothy, 2012).

 

2.3 Meaningfulness of work and communication:

Gaining meaning at work is one of the most important aspects of employee engagement. When this driver is at play, employees believe that being immersed in work gives them value. Sometimes that means they feel a sense of purpose (Richard E, 2015). Other times they get meaning from factors such as status, compensation or influence. How or why a person finds meaning in their work is unique to each person, but it has a major impact on the level of participation of each employee. Many employers and managers of various businesses use spiritual rules on how to deal with employees and others in the business to improve product ranking, improve contacts with your audience and increase performance (Richard E, 2015).

 

2.4 Co-Worker relationships and shared values:

 This driver refers to employee relationships with co-workers. When staff members have mutual respect for each other, the result is a “positive relationship” that builds trust. Coworker relationships are especially important when colleagues work closely together, and can be nurtured by a company culture that is largely supportive. If they share values ​​at work, employees can share common attitudes and work principles with their colleagues (William, 2014). This can foster a sense of friendship and mutual interest in success. This driver also demonstrates how well an employee’s personal values ​​align with the organization and the work they are performing.

2.5 Positive future outlook and career progression:

This driver refers to the existence of growth opportunities, provided by managers and leaders who support the professional development of employees. It is important not only to offer the right resources, but also to encourage teams to take advantage of those opportunities. This includes all factors such as career growth, financial growth, professional growth and personal growth (Ashwin, 2017). 

 

2.6 work-life balance and room towards Innovation

This driver plays a very important role in motivating employees to do their best of work as the employees have confidence in making decisions about how best to do their jobs. As stated by Jeffery (2015) ,when employees are given the freedom to choose how to manage their time and where to apply their expertise, employees are more likely to feel invested in the company and its mission (Jeffrey, 2015). Organized life and personal life are important to each other. Great way to attract and retain its employees is in fact, it promote the idea that an organization can provide a decent workplace for its employees and create job satisfaction for its employees (Jeffrey, 2015).

 

Conclusion

 

The results of many surveys are to determine the capacity of employees and to allow growth and development opportunities, which is one of the most important tasks of managers in any organization. This term enables managers to inevitably create a meeting to select the appropriate goals for the desired employees and create motivation for them. For this purpose, it is necessary to classify the needs and try to meet them. The main challenge of the organization is to create a balance between the general and organizational objectives and the principles of the employees of the organization.

 

References;

 

Ashwin, K., 2017. Motivation Skill. First ed. Chennai: Nation Press.

Bython, 2018. What Really Drives Employee Engagement. Parkway: Bython Media.

Cook, S., 2008. The Essential Guide to Employee Engagement. London United Kingdom: Kogan Page.

Jeffrey, A., 2015. Strategic Human Resource Management. Forth Edition ed. Stamford: Change Learning.

M. Freedman, J. P., 2013. The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development. Puducherry, India: John Wiley & Sons.

Madhura B, D. P., 2014. A Study on the Drivers of Employee Engagement Impacting Employee Performance. Procedia - Social and Behavioral Sciences, Volume 133, pp. 106-115.

Richard E, K. R. T. N., 2015. The Impact of Shared Vision on Leadership, Engagement, Organizational Citizenship and Coaching. Clevland: Frontiers.

Sharma N, N. C. V. S., 2018. Management Techniques for Employee Engagement in Contemporary Organizations. Bihar: IGI Global.

Timothy, R., 2012. The Employee Engagement Mindset. Toronto: McGrow-Hill.

William, G., 2014. Practices for Engaging the 21st Century Workforce. Second ed. New Jersey: Pearson.