Employee Engagement

18 Nov 2015

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Employee Engagement

  2. Author Year What was done Gap Sandeep Kular, Mark Gatenby, Chris Rees, Emma Soane, Katie Truss 2008 - Employee Engagement review - it is the degree to which an individual is attentive to their work and absorbed in the performance of their role. - longer-term and more holistic involvement in work tasks - small sample of 102 employees in Canada. lack of research around the predictors of engagement and whether or not interventions, such as training managers on how to communicate effectively, could help to increase engagement.
  3. -the relationships between both job and organisation engagement, and their antecedents and consequences differed in a number of ways, suggesting that the psychological conditions that lead to job and organisation engagement, as well as their consequences, are not the same
  4. Malavika Desai FEBRUARY 2013 -A Study on employee engagemen t in two Indian businesses - manufacturing and IT firms Organizations with hig hly engaged employee s tend to show greater profits. -Quantitaive research - Further research is required with a m ore representative sample to reach a ny conclusion in t his regard. - qualitative analysis was required
  5. Ji Chen 2000 -a study of employee engagement in china. -investigate relationship between employee engagement and job resources. -result- engagement is related to related to high employee turnover intention- more engaged employees feel ore with the job and the company , less likely emplyoees tends to leave the company. -future resource could include job resource variables, career development opportunities and flexible work arrangements that might be important for engagement.
  6. Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work.
  7. Employee Satisfaction vs. Employee Engagement Employee engagement is not the same as employee satisfaction. Satisfied employees are merely happy or content with their jobs and the status quo. For some, this might involve doing as little work as possible. Engaged employees are motivated to do more than the bare minimum needed in order to keep their jobs. Employee satisfaction… -only deals with how happy or content employees are. -covers the basic concerns and needs of employees. -does not address employees’ level of motivation or involvement.
  8. Employee Engagement Framework An employee engagement model based on statistical analysis and widely supported by industry research.
  9. Engagement with The Organization • Measures how engaged employees are with the organization as a whole. • Includes employee feelings about and perceptions of senior management. • Key components include trust, fairness, values, and respect - i.e. how people like to be treated by others, both at work and outside of work.
  10. Engagement with “My Manager” • A more specific measure of how employees feel about their direct supervisors. • For most employees, this factor has the largest impact on day-to-day life at work. • Topics include mutual respect, feeling valued, being treated fairly, receiving feedback and direction, etc.
  11. Beyond Engagement – Alignment & Competency An organization needs more than just engaged employees in order to succeed. There are two additional areas that relate to employee performance and that are closely linked to engagement.
  12. Strategic alignment • Does the organization have a clear strategy and set of goals? • Do employees understand how the work they do contributes to the organization's success? • Strategic Alignment ensures that employee effort is focused in the right direction. Competency • Do managers have the skills needed to get the job done? • Do managers display the behaviors needed to motivate employees? • Competency is measured with 360 Degree Feedback.
  13. Employee Engagement Dynamics Drivers of Engagement - What matters most? Knowing whether employees are engaged or disengaged is only the first step. You also need to understand the key drivers of engagement. We employ two techniques that enable you to identify what to focus on and how to improve in those areas. • Priority Level - we look at the statistical patterns across all groups in your organization to determine which items are impacting overall engagement within each demographic group. • Virtual Focus Groups - next, we ask targeted follow-up questions at the end of the survey that ask employees to provide examples of problems as well as suggestions for how to improve. These comments often provide the detailed and specific what, why, and how so you can take action.
  14. Categories of Employee Engagement • Engaged • Not engaged • Actively Disengaged
  15. Objectives of the study: •To examines the importance given by employees to their work and level of their satisfaction. •To study of free flow of information between the management and the employees. •To examine the effects of work culture / environment on employees. •To examine the effectiveness of reward schemes and performance appraisal system in employee’s productivity. •To find out whether the employees are being adequately compensated for their services . •To examine and reduce the grievances of the employees.
  16. Significance of the study An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are: •Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. •They will normally perform better and are more motivated. •There is a significant link between employee engagement and profitability. •They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels. •It builds passion, commitment and alignment with the organization’s strategies and goals. •Increases employees’ trust in the organization. •Creates a sense of loyalty in a competitive environment. •Provides a high-energy working environment. •Boosts business growth. •Makes the employees effective brand ambassadors for the company.
  17. (A) Research Design In this study the information was collected by using: • By using personal Interview method. • Convenience sampling • Descriptive Research design in the form of well-structured Questionnaire. (B) Research Tool The questionnaire designed was closed ended, which was used to collect data from the customers. For the study data was used- • Primary Data • Secondary Data • Primary Data: “Primary data is the data collected for the first time” In Primary Data the information was collected from various employees using Questionnaire and personal interview. • Secondary Data: “Data collected by some other means like newspapers, reports, magazines, etc.”
  18. Secondary data sources include books and websites. (C) Sampling Techniques The method used for sampling is probability sampling based on systematic random sampling . (D) Sample Size Sample sizes of 50 respondents were chosen out of different functional areas. (E) Analytical Procedure The questionnaire was designed on a 5 points Link Rate Scale 1 represented low extend and 5 represented high extend and it is presented in the Graphs.