Employee engagement
An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
A recent survey by StaffConnect suggests that an overwhelming number of enterprise organizations today (74.24%) were planning to improve employee experience in 2018.
Engagement work remains open to the challenge that its basic assumptions are, as Tom Keenoy describes them, 'normative' and 'aspirational', rather than analytic or operational - and so risk being seen by other organizational participants as "motherhood and apple pie" rhetoric.
Survey-based World War II studies on leadership and group morale sparked further confidence that such properties could be investigated and measured.
[10] Later, Frederick Herzberg concluded[11] that positive motivation is driven by managers giving their employees developmental opportunities, activity he termed 'vertical enrichment'.
The report identifies that while engagement levels have shown gradual improvement, the majority of employees worldwide remain psychologically disconnected from their work, leading to reduced productivity, higher turnover, and increased workplace stress.
Some examples: Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and 10 electronic instrument and imaging equipment producers.
In addition, workers in the high-involvement plants showed more positive attitudes, including trust, organizational commitment and intrinsic enjoyment of the work.
[19] Frequently overlooked are employees' unique personalities, needs, motives, interests and goals, which interact with organizational factors and interventions to influence engagement levels.
[22] Some additional points from research into drivers of engagement are presented below: Commitment theories are rather based on creating conditions, under which the employee will feel compelled to work for an organization, whereas engagement theories aim to bring about a situation in which the employee by free choice has an intrinsic desire to work in the best interests of the organization.
[31] From the initial interaction with potential candidates to the feedback gathered during exit interviews, organizations employ different strategies to foster a positive and productive work environment.
[33] Research suggests businesses that provide paid parental support policy realized a 70% increase in workers productivity.
Managers in multinational corporations must understand cultural diversity and should consider an adaptive and flexible policy to adhere to the needs of the individual level.
In addition, as companies expand across the globe, it is important to avoid creating a universal policy that may not adhere to the cultural conditions aboard.
In a study conducted by Faiza et al. (2017), centrality and influence were two concepts used to help inform employers about the individual cultural needs of employees.
