Tuesday, 19 October, 2021
E-paper

Employee Engagement

Roadmap to Organisational Success

Professor Dr. Md. Abu Taher

Roadmap to Organisational Success
Professor Dr. Md. Abu Taher

Humans have the potential, and unleashing it should happen in the organisational setting in order to obtain the desired results. It is the only resource in an organisation that has life, with associated dynamism and vitality. In such a context, the employee engagement dimension comes to the forefront.

Employee engagement has become a cutting-edge factor in the competitive world, mainly due to its attractiveness as a tool in getting work done. It captures the essence of employees' head, hands and heart involvement in work. Generally, employee engagement deals with an employee’s psychological state (i.e. one’s identification with the organisation), his/her disposition (i.e. one’s positive feeling towards the organisation) and performance (i.e. one’s level of discretionary effort). In brief, it captures affective (feeling), cognitive (thinking) and behavioural (acting) dimensions of on employee.

There are three types of employees engaged in work at different levels. These are:

(1) Engaged employee: Engaged employees are builders. These employees work with passion and feel a profound connection to their company. They are actively engaged in work that eventually help more their organisation.

(2) Not-engaged employee: Non-engaged employee tends to concentrate on tasks, rather than the goals and outcomes they are expected to accomplish. These employees have essentially “checked out”, sleepwalking through their workday and putting time, but not passion, into their work.

(3) Actively disengaged employee: These employees are busy acting out their unhappiness, undermining what their engaged co-workers are trying to accomplish. They sow seeds of negativity at every opportunity. 

Scholars outline ten ways of measuring employee engagement in work. These are pride in employer, satisfaction with the employer, job satisfaction, opportunity to perform well at challenging work, personal support from one’s supervisor, an effort above and beyond the minimum, recognition and positive feedback for one’s contributions, understanding the link between one’s job and the organisation’s mission, prospects for future growth with one’s employee and intention to stay with one’s employer.

Evidence shows that the employees’ engagement has acted as a roadmap to organisational success. It should blend with employee enablement in order to ensure effectiveness. Employee enablement deals with matching people with positions, and ensuring that the motivated employees who are highly engaged, are at the right position with right resources, and with right level of authority of decision making. It also encompasses a vast array of facets ranging from job design to performance standards, where HR professionals have a vital role to play.

Employee engagement should get connected to organisation success and better results through an appropriate mechanism. Balanced Score Card is appropriate in this regard which has been shown in Figure-1:

The concerned figure shows that “wanting”  to reach the desired dream (vision and strategy) by “getting” the returns (financial performance), “giving” the products and services (customers satisfaction), “doing” the work (internal process excellence), and “having” the right people (people development) are interconnected with each other and lead to organisational success.

To sum up, employee engagement coupled with enablement, leading to effectiveness and commitment with utmost honesty and sincerity, may eventually help to enhanced organisational success, including employee job satisfaction, higher productivity, and lower employee turnover.

 

The writer is a member, University Grants Commission

of Bangladesh and the Director, Board of Directors,

JibonBima Corporation,Dhaka