How to measure Employee Engagement
Hewitt
Associates (2004), introduced an 18-item scale to measure employee engagement.
It defines engagement as “the state in which individuals are emotionally and
intellectually committed to the organization or group”. This measured by three main
behaviors:
1.Say - Employees speak positively about the organization to others inside and out
2.Stay - Employees display an intense desire to be a member of the organization
3. Strive - Employees exert extra effort and engage in behaviors that contribute to business success
Measuring employee engagement
An organization can conduct a research to measure their employee engagement through a questionnaire and strategies for development and implementation of engagement, the foundation is providing by these engagement surveys (Armstrong, 2014). The procedure of the research gradually explained as below (Imandin et al., 2014)
- Sampling procedure
- Questionnaire development
- Data collection
- Data Analysis
- Statistical validation
- Final Results
Based on below theoretical model (figure 02) any organization can measure their employee engagement.
By conducting employee engagement surveys, any organization can be
identified the following common themes (Vance, 2006):
- Pride in employer
- Satisfaction with employer
- Job satisfaction
- Opportunity to perform well at challenging work
- Recognition and positive feedback for one’s contributions
- Personal support from one’s supervisor
- Effort above and beyond the minimum
Figure 02 : Theoretical model to measure employee engagement (Imandin et al., 2014)
For
conclusion, the blog discussed about setting up the stage to measure employee engagement.
The discussed model is resulted in a validated questionnaire that helps to measure
employee engagement in any organization. The final results of the survey will
help HR and top management of an organization to turn Disengaged
and Actively Disengaged Employees in to engaged employees. For this they should
implement engaging workforce in their organizational environment based on
research findings. (Discussed in blog 01. Employee
engagement in HR Practices). The next chapter will outline the hidden power of employee engagement that
drives any organization to success.
References
Amhalhal, A., Anchor, J.,
and Dastgir, S. (2015). The Effectiveness of the Use of Multiple Performance
Measures: The Influence of Organizational Contingencies. London: Sage.
Armstrong, M. and Taylor,
S. (2014). Armstrong's handbook of human resource management practice, 13th
edition. 13th ed. London: Kogan Page, pp.193-202
Hewitt Associates LLC
(2004). Research Brief: employee engagement higher at double digit growth
companies, available at www.hewitt.com
Schonfeldt, H., Pretorius, B., and Hall,
N., (2013). Focusing on South Africa's public health nutrition economics.
Available at : https://www.researchgate.net/publication/285984663_Focusing_on_South_Africa's_public_health_nutrition_economics,
Accessed 13 Aug. 2022.
Imandin, L., Bisschoff, C., and Botha, C.
(2014). Problems and Perspectives in Management: A Model to Measure Employee
Engagement. Available at: https://www.researchgate.net/publication/282708038_A_model_to_measure_employee_engagement
, Accessed 13 Aug. 2022.
Vance, R J (2006)
Employee Engagement and Commitment: A guide to understanding, measuring and
increasing engagement in your organization, Alexandria, VA, SHRM Foundation
Waber, B., Magnolfi,
J. and Lindsay, G. (2014) ‘Workspaces
that move people’, Harvard Business Review, (October 2014), pp. 69–77.
A study by Robertson-Smith and Markwick (2009) points out that engagement provides employees with an opportunity to invest themselves in their work and also creates a sense of self efficacy. Research on the consequences of employee engagement indicates that engagement may result in positive health and positive feelings towards work and organisation. Gallup (2006) reported improved health and well-being in engaged employees.
ReplyDeleteEngagement may lead to mindfulness, intrinsic motivation, creativity, authenticity, non-defensive communication ,ethical behavior. Increased effort and overall a more productive and happy employee (Kahn 1990, as cited in Robertson-Smith and Markwick, 2009)
Agree, Towers Perrin (2008) also adopted a similar approach while defining employee engagement as ‘the extent to which employees put discretionary effort into their work, beyond the minimum to get the job done, in the form of extra time, brainpower or energy’
DeleteEngagement is defined by Aon Hewitt as the psychological and behavioral results that improve business performance. The Aon Hewitt approach looks at both the results of a person's engagement and any potential engagement factors that may come into play during their time working for the organization. The three behaviors listed below are measured in the Aon Hewitt model as indications of employee engagement.
ReplyDelete01. Say - Complementing the company in front of current and potential consumers as well as colleagues.
02. Stay- The desire to be a part of the organization and the sense of belonging is immense.
03. Strive - being driven and making an attempt to succeed at work and for the organization.
To be completely engaged and perform at their best, employees must be exhibiting all three of these characteristics. For instance, it is tough to declare that an employee is completely engaged if they make an effort to go "above and beyond" in the short-term but do not intend to remain with the company or if they are likely to speak poorly of the company as an employer, especially to outside parties(Merry, 2013).
Yes Ibrahim, thank you for adding your viewpoint on blog content. According to Aon Hewitt model, employee engagement is a combination of several variables and it leads to higher productivity, increased customer satisfaction and sales growth and other success business outcomes (Hinzmann et al, 2019).
DeleteA conceptual model of employee engagement,
ReplyDeletereveals that three variables, namely job fit, affective commitment, and psychological climate, are suggested to influence the development of employee engagement -by Shuck (2011, p. 429)
White agreeing with you I would like to add more about the relationship between psychological climate and employee engagement. Psychological climate explains that how an employee feels that the environment is psychologically safe enough to influence motivational, affective, and
Deleteopinions (Harter et al., 2002). and it helps in management, transparency of responsibility, contribution, recognition, self-expression, and challenge in an organization (Harter et al., 2014).