Employee Engagement Report
Contents
Introduction………………………………………………………………………………………
Meaning of the concept Employee Engagement in regard to the current and future changes in business……………………………………………………………………………………………
Implications of Employee Engagement for business……………………………………………...
Implications of Employee Engagement for Human Resource Management……….……………..
Conclusions………………………………………………………………………………………..
Employee Engagement
This report reflects the main aspects of the concept employee engagement and its influence on the future of work. Hereby, the potential implications of employee engagement for business in general and, more
precisely, for Human Resource (HR) management are assessed, and specific recommendations for HR managers to foster the employee engagement are included. The report argues that the employees have to be put at the center of all company activities because engaged employees, which are willing and ready to work for the company`s goals, contribute to the organizational success in the long run.
Meaning of the Concept Employee Engagement in Regard to the Current and Future Changes in Business
In the future, the work is expected to require more efficiency, productivity, and sustainability than ever. The flow of goods, knowledge, skills, and financial capital across geographic borders has led to a highly competitive business environment that poses new opportunities and challenges for companies in the 21st century. In order to succeed, companies need to have more employees with a high level of professional and technical skills, as well as high level of work engagement (Baumruk & Gorman, 2006). Any business initiatives cannot be successful without the complete engagement of employees. Thus, employee engagement is a predictor of successful business performance of an organization on a highly competitive business arena in the future.
The term engagement was first used by Kahn in his article “Psychological Conditions of Personal Engagement and Disengagement at Work” in 1990 describing the involvement of employees in various tasks (as cited
in Shuck, 2011, p. 307). Hereby Kahn considered physical, emotional, and cognitive engagement of employees, which led to meaningfulness, safety, and availability at work. Later, Maslach (2001) characterized engagement as a state of positive activation and job satisfaction that deal as antithesis to job stress, exhaustion, and burnout. Harter (2002) added “enthusiasm for work” to better understand this concept (as cited in Shuck, 2011, p. 312).
Although the construct of employee engagement is based on such concepts as employee involvement, enthusiasm and satisfaction, as well as appropriate organizational behavior, it is broader in scope than these constructs. Engaged employees are not only highly concentrated on their job, perform it with great enthusiasm, but also are emotionally attached to the success of their work, as well as the success of the whole organization.
According to Markos and Srideri, …
