Strategies used in today HRM in Employee Engagement

 

Strategies used in today HRM in Employee Engagement

Employee engagement could be defined as the strength of the mental and emotional connection employees feel toward their places of work. It is the engagement that employees as those who are involved in, enthusiastic about and committed to their work and workplace. Employee engagement is employees' willingness and ability to contribute to company success. It is also the level of an employee's psychological investment in their organization. (Mehta et al., 2016)

In a Consistently changing business environment human resource is the most precious asset for an Organizations. The entity influence employees by Attracting, retaining, motivating and having commitment towards the organizational goals. According to Chakraborty & Ganguly, (2019)        definition on employee engagement is when the employees are satisfied with the task or the job role they stay with the company and contribute effectively and efficiently to add value to the organization.

Employee Engagement has developed as one of the greatest challenge in today’s world with complications and tight regulations, it will continue to stimulate in the organization in future too. These challengers are managed to maintain the survival and profitability. The organizations with high employee engagement have greater market share compared to others. (Mishra, Boynton, & Mishra, 2014)

According to Kahn (1990) for an employee to be engaged certain factors are required, which are relevance to their work, respect in work place and safety, meaningful task, recognition and support, motivation and cooperation, feedback and opportunity, career development and growth. If there are factors are not considered by the organization, the employees do only the task what is expected and nothing more.  

Organizations adopt different strategies and practices to engage their employees based on employees’ expectation, current levels of s of engagement, feedback and understanding employee pulse and suitability to their business needs, scale of operations, amongst others. (Mohapatra & Sharma, 2010) Considering the challenges in modern HRM environment Employee Engagement has become one of the most critical functions to handle in HRM.     

References

 

Chakraborty, T. and Ganguly, M. (2019) “Crafting engaged employees through positive work environment,” Advances in Human Resources Management and Organizational Development, pp. 180–198. Available at: https://doi.org/10.4018/978-1-5225-7799-7.ch011.

 

Kahn, W.A. (1990) “Psychological conditions of personal engagement and disengagement at work,” Academy of Management Journal, 33(4), pp. 692–724. Available at: https://doi.org/10.5465/256287.

 

Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded role of
internal communications. International Journal of Business Communications, 51, 183–202.
doi:10.1177/2329488414525399

 

Mehta, M. et al. (2016) “Trends in employee engagement practices in global and Indian companies: A technique to curb attrition,” Indian Journal of Science and Technology, 9(15). Available at: https://doi.org/10.17485/ijst/2016/v9i15/92128.

 

Mohapatra, M. and Sharma, B.R. (2010) “Study of employee engagement and its predictors in an Indian public sector undertaking,” Global Business Review, 11(2), pp. 281–301. Available at: https://doi.org/10.1177/097215091001100210.