Future of Employee engagement and Conclusion

 

Overview

The job demand-resource model described engagement to happen when job resources are adequate to meet and exceed the job demands (Bakker and Demerouti, 2006). Globalization and Technology advancements have made the competition on a larger scale all business environments (Lawlor, 2007).

Many researches have indicated that engagement has a positive relationship with performance management, productivity, employee satisfaction, and organizational outcomes (Heger, 2007)

Employee satisfaction is not about making people happy or paying them more money. Although pay and benefits attract and retain employees, they were found to play a less important role in engaging them in their work.  Having a strong leadership, job responsibility, autonomy, a sense of control over one’s environment and opportunities for development are found as main elements to make an engaged employee (Armstrong, 2014).

Safe guard their most talented employees is a strategy used by most top organizations in the world to sustain in the business. These resourceful set of employees who are fully engaged, work hard and would go an extra mile for the company. (Galagedara, 2021).

Conclusion

Employee engagement has become a significant requirement in all organizations in presence. After analyzing research articles, they indicates that employee engagement has not actually improved for decades since Human Resources found. The reasons for this can be either technological changes, Globalization, technology shifts, Natural disasters and pandemics etc. Also with the Covid Pandemic most employees are work from home more often and mobilized.

Employee engagement activities in an organization can be a cultural change in the organization and changing the way of management. Employee engagement can be measure by conducting a survey and Human Resources team can take actions based on the survey to develop engagement activities within the organization. Theo director board and owners of any organization also should have a clear understanding about their employees and understanding and must believe that engaging their employees drives to the success of their organization.

 

 

References

Armstrong, M (2006). A Handbook of Human Resource Management Practice, 10th edition. Available at : https://books.google.lk/books?id=D78K7QIdR3UC&printsec=frontcover&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false Accessed Sep 11 2022.

Armstrong, M. and Taylor, S. (2014). Armstrong's handbook of human resource management practice, 13th edition. 13th ed. London: Kogan Page, pp.193-202

 Bakker, A. and Demerouti, E. (2006), “The job demands-resources model: state of the art”, Journal of Managerial Psychology, Vol. 22 No. 3, pp. 309-328.

Galagedara, N. Weerasinghe T. D (2021) Impact of Employee Engagement on Job Satisfaction: Study of the Employees of a Leading Five-Star Hotel in Sri Lanka. Available at: https://www.researchgate.net/publication/353322848_Impact_of_Employee_Engagement_on_Job_Satisfaction_Study_of_the_Employees_of_a_Leading_Five-Star_Hotel_in_Sri_Lanka  Accessed Sep 01 2022.

Lawlor, B. (2007). The Age of Globalization: Impact of Information Technology on Global Business Strategies.[online] DigitalCommons@Bryant University. Available at:https://digitalcommons.bryant.edu/honors_cis/1 

Heger, B. K. (2007). Linking the employment value proposition (EVP) to employee engagement and business outcomes: Preliminary findings from a linkage research pilot study. Organization Development Journal, 25(1), 121-132.