Employee Engagement Strategies For Enhancing Employee Competitiveness To Organizational Success

2011 ◽  
Vol 1 (12) ◽  
pp. 137-140 ◽  
Author(s):  
Dr. V. Tulasi Das Dr. V. Tulasi Das ◽  
◽  
Ch.Vijayalakshmi Ch.Vijayalakshmi
Keyword(s):  
Employee Engagement ◽  
Organizational Success ◽  
Engagement Strategies

scholarly journals V-5 Model of Employee Engagement During COVID-19 and Post Lockdown

2021 ◽  
pp. 097226292098087
Author(s):  
Puneet Kumar
Keyword(s):  
Employee Engagement ◽  
Major Elements ◽  
Reference List ◽  
Review Of The Literature ◽  
Corporate World ◽  
Engagement Strategies ◽  
Global Pandemic ◽  
New Perspective ◽  
Hr Managers ◽  
Corporate Crises

COVID-19 has left the globe in a situation of despondency. Physical as well as the human resources (HR) of an organization were adversely affected during the lockdown. The corporate world is observing several corporate crises from the full or partial shutdown of businesses to layoffs, furloughs and resignations. HR managers are struggling to curb this renunciation of employees and grappling with reduced employee engagement. To keep employees highly motivated in this time of mayhem and maelstrom of the pandemic, HR managers need to revisit their employee engagement strategies with a new perspective. This article provides a ready reference list of variables to HR managers to enhance employee engagement level during COVID-19 and post lockdown. This article suggests five major elements of employee engagement, namely—value, voice, variety, virtue and vision. These logical elements of employee engagement are identified after an exhaustive review of the literature. Appropriate variables for each element support author’s perspective. Though neither these elements nor the variables are exhaustive, yet they hold utmost relevance to enhance employee engagement in the time of the global pandemic.

Employee Engagement Strategies With Special Focus on Indian Firms

2019 ◽  
pp. 165-179
Author(s):  
Mohuwa Bhowal ◽  
Damini Saini
Keyword(s):  
Employee Engagement ◽  
Business Environment ◽  
Special Focus ◽  
Reward Systems ◽  
Engagement Strategies ◽  
Indian Scenario

In today's business environment, it is highly important that organizations develop and adhere to the standing orders as well as formulate appropriate policies and reward systems for employees to sustain them in the organization. The purpose of this chapter was to highlight the Indian scenario of employee engagement. Authors described the employee engagement and its major concepts and approaches along with its background, especially in India. Further, the major challenges and encounters in employee engagement field are also discussed. In the end, the authors proposed a list of solutions comprising workplace, leadership, and culture and other ways to handle these challenges.

scholarly journals Enhancing Employee Engagement for Small and Medium Enterprises in Taiwan

2021 ◽  
pp. 1318-1339
Author(s):  
Kuo-Tai Cheng ◽  
Kirk Chang
Keyword(s):  
Qualitative Research ◽  
Employee Engagement ◽  
Research Method ◽  
Small And Medium Enterprises ◽  
Work Commitment ◽  
Structured Interviews ◽  
Food Manufacturing ◽  
Engagement Strategies ◽  
Medium Enterprises ◽  
Practical Implications

The aim of the research is to study the employee engagement strategies utilised in Taiwan's SMEs from the perspective of the employees. In doing so, a qualitative research method was employed using semi-structured interviews. Nine participants from five sectors of SMEs (electronics & information, metal transportation, machinery and equipment, food manufacturing, and textile) were interviewed. The authors' results reveal that having high levels of engagement amongst employees in Taiwan's SMEs will bring about an increase in work commitment amongst employees which encourages productivity for the organisation. These findings hold several important theoretical and practical implications.

scholarly journals Hidden in Plain Sight: Manager-Employee Social Engagement Strategies

2021 ◽  
Author(s):  
◽  
Maree Anne Foley
Keyword(s):  
Attachment Theory ◽  
Employee Engagement ◽  
Social Engagement ◽  
Interpersonal Relationship ◽  
Social Systems ◽  
Survey Study ◽  
Future Research ◽  
Interaction Patterns ◽  
Engagement Strategies ◽  
Employee Relationship

<p>Employee engagement occurs at the ‘swirling intersection’ (Kahn, 1990, p. 719) of the manager-employee relationship; a multidimensional engagement relationship. However, research to date has focused on examining employees’ engagement relationships with their role, work or organisation, emphasising linear and transactional aspects of engagement. Interpersonal oriented research has been under-used to explore engagement. In this study, attachment theory is used as a social systems theory to examine the manager-employee interpersonal relationship as a means to understand engagement. Attachment theory research has identified strategic patterns of interaction within close relationships that have been associated with optimising the quality of exploration outside of these relationships. Attachment theory informed workplace research has identified individual differential use of attachment patterns at work with differences in engagement. However, different patterns of attachment in relation to engagement (a potential form of exploration) have yet to be examined within the interpersonal context of the manager-employee relationship. In this study it is proposed that managers and employees might: socially interact with each other when under pressure in unique and strategically patterned ways; and that these interaction patterns might also influence engagement. This thesis asks: how do managers and employees strategically manage their relationship to optimise their engagement at work? A sequential explanatory mixed methods design study is conducted. Attachment theory methods inform the development of a new concept and measure: manager-employee social engagement strategies. This measure is quantitatively tested in a survey study with managers (n=200) and employees (n=200). The quantitative survey is used to generate qualitative and interpersonal data about manager-employee social engagement strategies and engagement within a series of five qualitatively oriented case studies with manager-employee dyads. Quantitative analysis indicates three manager and three employee social engagement strategy measures. These measures each uniquely correlate with perceptions about engagement, such as job and organisation engagement. Qualitative findings from the manager-employee dyads show (when under pressure) that they employ various combinations of social strategies to engage with each other; including a possible fourth strategy. In turn, these strategies are both influenced by, and influence, engagement. In conjunction with the literature, these findings are formulated into the central contribution of this study: an attachment theory informed framework of manager-employee engagement. This multidimensional framework reconceptualises engagement as a dynamic system and centralises the interpersonal dimension; represented by the manager-employee relationship. This framework specifies simultaneous and multi-directional associations between (a) how managers and employees engage with each other, (b) their perceptions of engagement and attachment, and (c) their engagement. This research has theoretical and practical implications for the training and coaching of managers and employees. It highlights knowledge currently hidden in plain sight within the engagement field that can be used to change: how we interact with each other when under pressure and stress as a route to changing our perceptions about engagement; and our engagement. This research confirms the relevance of a future research agenda that places the manager-employee relationship at the centre of engagement.</p>

scholarly journals Employee Engagement in IT & ITES Organizations -A Case Study of Mindtree

2011 ◽  
pp. 27-34
Author(s):  
Leena P. Singh ◽  
ArttaBandhu Jena
Keyword(s):  
Employee Engagement ◽  
Peer Groups ◽  
It Services ◽  
Improve Performance ◽  
Business Context ◽  
Services Sector ◽  
Engagement Strategies ◽  
Major Player ◽  
Values And Beliefs

Employee engagement is generally the level of commitment and involvement an employee has towards their organization and its core values and beliefs. An engaged employee is presumed to be aware of business context, and work dynamics with colleagues and peer groups to improve performance within the job for the benefit and excellence of the organization. It is a positive attitude held by the employees towards the organization and its values. The paper focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged. The scope of the study is limited to one organisation i.e. Mindtree which is one of the major player in the Indian IT services sector. The paper attempts to do an analysis of employee engagement strategies adopted by the organisation on the basis of the widely accepted Ten Cs model of employee engagement.

Employee engagement constructs: “CARE” model of engagement – need to look beyond the obvious

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Swaminathan Mani ◽  
Mridula Mishra
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Building Blocks ◽  
Extensive Literature ◽  
Care Model ◽  
Content Type ◽  
Engagement Strategies ◽  
Alternative Perspective ◽  
Exploratory Survey ◽  
New Variables

PurposeThe purpose of this article is to identify new variables that form the core building blocks of employee engagement model which can be leveraged by human resources' (HR) practitioners to develop HR strategies to drive employee engagement initiatives in their companies.Design/methodology/approachThe authors have undertaken extensive literature review to identify the variables that enhances engagement. These variables are yet to be leveraged fully in engagement models that have been developed but have the potential to impact the motivation levels of the employees. Exploratory survey to validate the relevance of these variables was conducted and subsequently these variables were grouped into a Context, Altruistic, Resonance and Enable (“CARE”) framework that can be leveraged by HR practitioners.FindingsThe changing nature of workforce, increasing diversity and tenure of jobs has resulted in changing aspirations of employees as well. The building blocks hitherto adopted by companies to craft their employee engagement strategies have to undergo a perceptible change as well. This paper offers an alternative perspective of relooking the engagement levers currently adopted by firms (work environment, autonomy, appreciation, organization support, etc.) and proposes 15 new building blocks (resonant connections, value congruence, socialization practices, micro-moments of connections, fit amongst others) which are logically grouped under CARE model over which employee engagement strategies can be built by companies.Originality/valueThis paper provides insights into this important concept of employee engagement using a set of newer constructs that can form the foundation of newer models that will drive future HR strategies to enhance engagement.

Engaging employees beyond the office freebies

2017 ◽  
Vol 16 (3) ◽  
pp. 112-116
Author(s):  
Sue Eaglebarger
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Performance Indicator ◽  
Management Practice ◽  
Meaningful Work ◽  
Behavioral Model ◽  
Key Performance Indicator ◽  
Content Type ◽  
Engagement Strategies ◽  
Internal Communications

Purpose The purpose of this paper is to focus on the key roles played by both human resources and internal communications in developing, implementing and measuring employee engagement strategies and activities. Although the management practice has been widespread since the early 2000s, many are still confused or skeptical of engagement. Design/methodology/approach This paper aims to define engagement and its importance with regard to attracting and keeping top talent, highlighting Aon Hewitt’s behavioral model and Gallup’s research. Findings Recognizing that employee engagement is a key performance indicator, this paper highlights how Lawson Products is creating growth and sustainability with its number-one asset, employees. Originality/value By considering the opportunities Lawson Products is providing for its employees to do meaningful work, to learn, to be involved without being micromanaged and to make an impact, readers will take away proven ideas to draw and engage today’s top talent.

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