The Role of Work Engagement in the Pursuit of Organizational Effectiveness”, International Journal of Indian Culture and Business Management.-Kataria,A., Garg, P, and Rastogi, R . (2013).“ (original) (raw)
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The role of work engagement in the pursuit of organisational effectiveness
International Journal of Indian Culture and Business Management, 2014
The profound influence of human capital on the success and growth of any organisation is momentous and cannot be unheeded in the contemporary business world. In this direction, the present paper reviews the organisational paradigms of employees' work engagement and attempts to relate it with organisational effectiveness. The study was designed to generate and test a hypothesised model colligating between the constituents of engagement namely vigour, dedication, and absorption and the organisational effectiveness. A survey-based study was conducted in 27 IT organisations across the national capital region (NCR), India. The sample size for the study comprised 304 Indian IT professionals. Data analysis, performed using structural equation modelling (SEM) approach, revealed that work engagement in terms of vigour, dedication, and absorption is significantly associated with organisational effectiveness in that it also entails a positive impact upon the effectiveness of a firm. The association is further explored to highlight the affective-motivational underpinnings through which employees' increased level of engagement is likely to elevate organisational effectiveness.
The Role of Work Engagement in the Pursuit of Organizational
Effectiveness Abstract The Profound Influence of human capital on the success and growth of any organization is momentous and cannot be unheeded in the contemporary business world. In this direction, the present paper reviews the organizational paradigms of employees' work engagement and attempts to relate it with organizational effectiveness. The study was designed to generate and test a hypothesized model colligating between the constituents of engagement namely vigor, dedication, and absorption and the organizational effectiveness. A survey-based study was conducted in 27 IT organizations across the National Capital Region (NCR), India. The sample size for the study comprised 304 Indian IT professionals. Data analysis, performed using structural equation modelling (SEM) approach, revealed that work engagement in terms of vigor, dedication, and absorption is significantly associated with organizational effectiveness in that it also entails a positive impact upon the effectiveness of a firm. The association is further explored to highlight the affective-motivational underpinnings through which employees' increased level of engagement is likely to elevate organizational effectiveness.
The paper reviews the organizational paradigms of employee engagement in context of its organizational outcomes and aims to unlock the relationship between engagement and perceived organizational effectiveness. The study was designed to generate and test two hypothesized models colligating between engagement and the constituents of organizational effectiveness. The results of structural equation modeling suggest that engagement is significantly associated with perceived organizational effectiveness in that it also entails a positive impact upon the organizational effectiveness. The results encourage organizations to consider the potential significance of employee engagement towards organizational effectiveness and also exemplify the role of HR managers in delineating the psychological fabric of the organization and conditions for high engagement. The paper adds useful insights while articulating that engagement is an expedient phenomenon that drifts organizational effectiveness.
The general belief is that employees get connected to their work and therefore positively influencing their performance. Acquiring international attention, employee engagement is gaining momentum and popularity. According to Thayer (2008), the concept of employee engagement is speedily gaining importance in the workplace; and within their orgainization, employers can create a positive psychological environment by identifying the factors that can boost employee engagement. As defined by Right Management (2006), true engagement is every person in the organisation being understanding and committed to the success of the business, creating job satisfaction and developing aspects of commitment, pride and advocacy about the organisation's products and brand. Although the organization is blamed for not making a process work, it is essential to manage effective communication and involve the employees and align them with the organisation. According to Konrad (2006), employee engagement can lead to a win-win situation for both employees and managers. This is achieved by providing training to employees to build their knowledge and skills to make and implement decisions, providing information about their actions that affect business performance and also rewarding them for their improved performance. OBJECTIVE To identify and measure the key predictors of employee engagement among the trainee and executive level employees of selected IT sector organizations in Delhi and NCR. METHODS/STATISTICAL ANALYSIS Data on demographic information about the participants collected through a survey. A well-established survey instrument called Gallup's Q12 is used to measure employee engagement. This tool consists of 12 statements (factors) designed to measure the extent to which employees are engaged in their work and which are found to be actionable at the supervisor or manager level in an organization. FINDINGS IT sector organizations should ensure a dynamic work place relationship which will allow the employees to express themselves physically, cognitively and emotionally during their role performance. This study aims to measure the engagement level of employees and to identify the factors that need to be improved to increase the level of engagement. The relationship between internal communication and employee engagement within the workplace provides quantifiable evidence. The importance and prominence of organization-employee and supervisor-employee relationships within the work place is unveiled from the results of the study. From the results of the data analysis, we can conclude that the employees know what is expected of them at work and the organization encourages the sharing of information, knowledge and resources.
UNLEASHING POTENTIAL: THE ROLE OF EMPLOYEE ENGAGEMENT IN DRIVING ORGANISATIONAL PERFORMANCE
In a progressively competitive industry, firms are obligated to discover inventive methods to boost the performance and achieve accomplishment. Employee engagement is a potent but frequently overlooked tool that defines the extent of dedication individuals have towards their company goals and objectives. This study investigates 282 employees experience spread over five firms in the service industry in Bangalore. The objective was to uncover the benefits of positive employee engagement on the organization's success. The results highlight a significant positive interaction of employee engagement and organizational performance. The findings implies that higher levels of emotional commitment, work contentment, recognition and feedback, work environment, work-life balance, and overall engagement are likely to result in improved financial performance, operational efficiency, employee satisfaction and engagement, customer satisfaction, innovation and growth, and overall success of the organization.
The Impact of Employee Engagement on Company Performance - A Study on X Company (Pvt) Ltd, Sri Lanka
2021
Organizations nowadays are going through a massive competition as well as a rapidly changing technology. Also, globalization and unlimited customer demands have made it more necessary than ever that they need to perform better in their respective industries. Therefore, they need to make sure that their people are well engaged in their jobs in order to overcome these difficulties and improve the company productivity and performance. Employees who have been well-engaged and committed are considered as a cornerstone of an organization's success. Because, success of an organization depends upon its employees. Employee engagement is a perfect tactic to improve the company performance which provides a multifold return on investment on the company regardless of the business it has engaged in. When employees are engaged, they are more likely to invest in the work they do which leads to higher quality of work they produce and company performance tend to increase in a great amount. As a result, they accomplish their work more efficiently. They also can benefit by engaging actively in their jobs since it broadens their knowledge and increases their production efficiency at work. Eventually, workers can benefit it to adapt to the latest technological breakthroughs and effectively address their customers. Many researches have emphasized the significance of employee engagement in improving company performance. However, not many has attempted to determine the influence of employee engagement has on company performance. This study uncovers the characteristic that influences company performance as well as the employee engagement gaps in the selected organization that is X Company (Pvt) Ltd, a financial company in Sri Lanka. It intends to examine and identify the positive impact and magnitude that employee engagement has towards the company performance as well as its influence. The utmost objective of this research is to examine the relationship and the impact of each dimension which have been fulfilled through a well-planned process of data collection and data analysis. A questionnaire survey was used as the research instrument. The statistical tool used is SPSS. It was recognized that employee engagement has a positive impact on company performance. Moreover, conclusion and recommendations have been made to enhance the company performance of X Company (Pvt) Ltd.
An Exploratory Study on Employee Engagement and its Impact on Organizational Performance I
Employee Engagement has appeared on the management scene in a big way fairly recently. Employee engagement is the sum total of the work place behavior demonstrated by the people. Such behavior is characterized by, belief in organization, Drive to work to make things better, understanding of business context, Respect and support for others & Desire to learn new skills. The level of employee engagement affects key results such as sales, customer satisfaction, and innovation and employee turnover. An engaged workforce is capable of delivering sustained differentiation and significant competitive advantage. The present study is undertaken at manufacturing sector of Anand city, Gujarat. The aim of the study is to know the overall level of employee engagement and its impact on organizational performance. Sample covers 70 employees in the manufacturing unit, Anand, Gujarat. The findings of the present study are that organizations have often had a focus on how to generate engagement, rather than seeking objective ways to measure it. Results therefore show that there are no deeply disengaged administrative workers in the organization. They recognize that a highly engaged workforce can increase innovation, productivity, and bottom-line performance while reducing costs related to hiring and retention in highly competitive talent markets.
Organisational and personal predictors of work engagement in India
British Journal of Guidance & Counselling, 2020
The job demands-resource model of work engagement describes how engagement is influenced by various work demands, and the workrelated and personal resources of employees. We studied the role of organisational climate, organisational justice and psychological capital of employees in explaining work engagement. At the outset, 212 full-time adults employed at an organisation in Mumbai, India, for at least a year completed a questionnaire which included relevant scales. Organisations from which the sample was drawn represented three types of work sectors. Multiple regression was used with a reduced sample of 195 employees after removing 17 outliers. Results indicated that all three predictor variables explained work engagement significantly with psychological capital as the strongest predictor of work engagement, followed by organisational justice and organisational climate.
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This study was aimed at determining the impact of employee engagement on Organization Performance at work among employees of selected manufacturing units of Hyderabad. Employee engagement is about building a commitment among workforce. People are the most important and valuable asset of every organization. Organization should prefer to maximize involvement through maximizing their human relations. Research variables analyzed under study are Employee Engagement Factors, Satisfaction Levels and Culture diversity and organization performance at work as a dependent variable. To collect required data, structured and reliable questionnaires were used which had been used in the previous studies. Then, questionnaires were implemented by Pilot-Study method and correlation coefficient obtained. The study focused on employee dimension which strengthens the concept of employee engagement in service industry. This paper is trying to throw the light of the various determinants focus on employee ...
International Journal of Academe and Industry Research, 2021
An engaged employee is the most valuable asset of any organisation for they are the key drivers of business activities. This empirical study aims to analyse the relationship between the variable of employee engagement and its antecedents. The selected dynamics of employee engagement, identified through a thorough desk research, are organisational culture, leadership, high-performance work practices and rewards. Non-probability convenience sampling is utilised as the sampling method to test four hypotheses, using data gathered from 169 executives from an Information Technology Company located in Colombo, Sri Lanka. The results showed that high performance work practices and rewards have significant, positive relationship with the construct of employee engagement.