Many studies have attempted to uncover elements that lead to employee engagement and generated models with managerial implications. Their analysis tries to identify the factors that will boost employee engagement. The meaning of the work could be able to bring employees closer to employers and boost the relationships between these two groups, which will benefit both of them.
Through this, employees will have an opportunity to feel their value in the community and make bigger contributions, which will allow them to realize the meaning of their work. It is fair that employees seek to have a job where they will have meaningful work. Penna suggested a model named “Hierarchy of engagement.”
The model starts with a bottom line with basic needs of benefits. Once the needs of the first line are satisfied, the employee seeks to develop opportunities, arrange promotions, and form leadership. Finally, after all the above-mentioned needs are satisfied, the employee desires to reach the value-meaning, which stands for connection and mutual purpose. The model is formed using the example of Maslow’s hierarchy model.
About sixty percent of the employees who took part in a survey said that in order to be satisfied with the job, they want to possess more opportunities for growth. In order to maintain employee engagement, a strong relationship between manager and employee should be formed.
Empowerment, aligning efforts according to strategy, supporting and encouraging cooperation, assisting people with their growth and development, and offering assistance are all things that a manager should implement in order to achieve a high degree of employee engagement. According to Perrin, there are top ten attributes that will help the workplace to keep employees engaged.
The first three among them are managers’ interest in the well-being, authority in making decisions, and challenging work of the employee. Feeling valued and involved, which includes participation in decision-making, what is expected of employees, and what resources they receive, is a major driver of employee engagement, according to the Institute of Employment Studies.
An employee engagement survey conducted by the CIPD of 2000 employees from throughout the United Kingdom found that communication was the most important factor. It identifies the need to be kept informed of what is happening at the organization as being the most beneficial factor that drives employee engagement.
A Gallup engagement survey conducted in the 1970s found that employee friendship at work is a factor that contributes to enhanced morale. Gallup is one of the oldest consulting organizations to have conducted engagement surveys. In a study published by Vance, he reveals how employers’ practices can impact employee engagement. He presents a work performance model to demonstrate the impact of employer behaviors on performance and engagement.
According to Vance, employee engagement is formed of such attributes as knowledge, temperament, personality, skills, abilities, and organizational context. In turn, the organizational context includes physical and social settings. Leadership and HR practices affect the employee, job performance, and the process overall.
Organizations with committed leadership can achieve employee engagement with less expense, as most drivers found to positively influence engagement are non-financial in nature. The manager should not ignore this aspect of employees’ finances. In fact, the manager should require their employees to link their performance to reward.
Pay and perks are equally significant to every employee, according to Coffman, whether they are good or terrible. Although this repeats the old saying from the Human Relations Movement: “As a social being, human resource is driven by more than money alone.”
A company’s compensation should at least match the market rate. It may be sensible, to begin with, a step to improve the pay and benefits bundle, but it’ll not get a company exceptionally distant- these measures are similar to baseball tickets, which might get the company into the diversion, but will not offer assistance the company wins.