Employee Engagement Strategies With Special Focus on Indian Firms

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.

Applying the Full Range of Leadership

Engaged employees are connected, present, authentically self-expressive in their work roles, and committed to their organizations. Disengaged employees are disconnected and detached from their work. The extent to which employees are engaged is malleable and subject to influence and change; therefore, employee engagement can be developed. When employees believe they are supported with opportunities for growth and development, they are more likely to be engaged in their work. In this chapter, employee engagement, employee development, and full range leadership are discussed along with how leaders use transactional, transformational, and laissez-faire leadership to develop followers and encourage employee engagement.

Cultural Issues in Employee Engagement

The purpose of this chapter is to analyze the cultural issues in employee engagement. This chapter covers the importance of employee engagement and diverse workforce. The author focuses on the role of culture in employee engagement, and it shows a positive relation between the organization performance and employee engagement. In this chapter, the author also depicts cultural issues in the organization. In the end, the author emphasizes the techniques to improve the cultural issues to enhance employee engagement.

Employee Engagement

Modern organizations are moving towards more sustainable models by utilizing the power of employees to attain their objectives. Organizations are engaging their employees in various activities to ensure their level of commitment towards employers. Positive employee engagement has been linked to a growth in terms of organizational performance, financial benefits, and reduced attrition. The purpose of this chapter is to understand the concept of employee engagement in today's competitive market and to know about the various engagement practices adopted by the global leaders. This study is an attempt to address this need by giving a brief insight into the evolution of employee engagement as an academic discipline, the broad approaches adopted to characterize employee engagement, and the resultants dimensions identified through the studies. The authors also attempt to provide an insight into industrial attempts to execute employee engagement initiatives through brief cases.

Unlocking Drivers for Employee Engagement Through Human Resource Analytics

The authors have discussed in detail the meaning of employee engagement and its relevance for the organizations in the present scenario. The authors also highlighted the various factors that predict the employee engagement of the employees in the varied organizations. The authors have emphasized on the role that HR analytics can play to identify the reasons for low level of engagement among employees and suggesting ways to improve the same using predictive analytics. The authors have also advocated the benefits that organizations can reap by making use of HR analytics in measuring the engagement levels of the employees and improving the engagement levels of diverse workforce in the existing organizations. The authors have also proposed the future perspectives of the proposed study that help the organizations and officials from the top management to tap the benefits of analytics in the function of human resource management and to address the upcoming issues related to employee behavior.

Mindfulness as an Antecedent of Work Engagement

Today, many organizations look for more loyal, committed, and engaged employees. Employee engagement has two dimensions, which are work engagement and organizational engagement. In this chapter, the moderating effect of demographic variables in the relationship between mindfulness and work engagement is examined. Mindfulness is a concept which has its roots in Buddhism. Mindfulness is defined as a state of mind that enables an individual to be here and now with his/her full potential. This study aims to find the impact of demographic factors (gender, age, educational background, income, marital status) in the relationship between mindfulness and work engagement. Thus, the research question of this study is, Does the relationship between mindfulness and work engagement differ according to demographic factors such as sex, age, educational status, marital status, income level? In this study, quantitative research methodology will be used. In order to answer the research question, survey tool is applied to 142 white collar employees working in Istanbul at different sectors.

Managing Organizations Through Employee Engagement

Recently, a lot of research is being conducted espousing the role of employees in achieving growth and sustainability. Everyday organizations are confronted with unforeseen changes in the form of innovations, competition, and legal compliances. These factors may hinder the organizational growth. Research studies have shown that employees play a crucial and important role in the long-term success of the organization as overall performance is a result of employees' enhanced productivity, which is an outcome of motivation, satisfaction, and engagement. An employee is said to be engaged if he/she attains the objectives, stays committed with the organization, and represents the company. High engagement of an employee with the organization leads to various organizational outcomes like high productivity and profitability, customer satisfaction, and reduced turnover of employees. The chapter explicates the concept of employee engagement and its drivers and relevance in the current scenario. Furthermore, various practices implemented by Indian organizations have also been discussed in the chapter.

Developing and Sustaining Employee Engagement

Employee engagement is gaining a vast and critical importance in today's highly competitive and dynamic business environment. An engaged workforce is a vital asset for the organization that contributes their efforts for the benefit of the organization. The chapter identifies the differences in engagement level of employees with respect to job and organizational characteristics (gender, age, tenure, and position) of employees in selected telecom companies in India. This co-relational study undertakes internet-based survey questionnaire based on Utrecht Work Engagement Scale (UWES-9). Hypotheses have been tested through ANOVA, post hoc analysis, and correlational analysis procedures to estimate the relationships among variables. The results of the study found significant differences in the work engagement level of employees with respect to age, years of work experience, and employee position except gender. The strategies to drive employee engagement in the organization are also proposed.

The Impact of Job Engagement and Organizational Commitment on Organizational Performance

Job engagement has received much concentration in both research and practice due to its potential impact on various organizational outcomes. The chapter explores the impact of organizational commitment and job engagement on organizational performance in IT industry. The questionnaire employed in this study consisted of job engagement variables and organizational commitment variables taken as independent variables while organizational performance variables as the dependent variable. Sample for the study consisted of 475 IT professionals from five IT organizations. Simple random sampling was used as a sampling technique, and this study was an ex-post in nature. Data were analyzed using mean and standard deviation, correlation, and multiple regression. The result revealed that the job engagement and organizational commitment significantly correlated with IT organizational performance and significantly impact the organizational performance of IT.

Gamification

In this chapter, the author explores the concept of gamification in general and in context with employee engagement. The emergence and definitions of gamification are explained in the initial part of the chapter. Later, the benefits of gamification, in general, are listed and the linkage between the two (i.e., employee engagement and gamification) is explained. The broad aim of this chapter is to explore gamification as a strategy for employee engagement in the 21st century organizations and how these two are linked. The focus areas for the implementation of gamification form the proceeding section of the chapter. The chapter also highlights the benefits and criticism of gamification. Later, the author states the ways by which organizations are benefitted with the application of gamification. The criticism of gamification is discussed in the concluding part of the chapter, and the chapter will also facilitate the readers by exemplifying how organizations implement gamification on a realistic level.