Employee Engagement is built on Employee Motivation (Hotner, 2017).
Employee Engagement is the extent to which employees
feel passionate and enthusiastic about their jobs, are emotionally committed
and dedicated to the organization, and put discretionary effort into their work
to achieve the organization goals (Luthans and Peterson 2002). “Engaged employees are
physically, cognitively and emotionally involved in their work roles, and
experience a sense of meaning (reward for investing in role performance),
psychological safety (a sense of trust and security at work) and availability
(a sense of having the physical and psychological resources necessary for the
job)” (Kahn,1990). Schaufeli, Salanova, Gonzalez‐Roma, and Bakker (2002) gave the definition for work engagement as, a state of mind characterized
by vigor, dedication and absorption. Meaning that engaged employees seems to be
hardworking (vigor), are more involved in their work (dedication), and are more
immersed in their work (absorption) (Schaufeli et al., 2002).
Video 01: What is Employee
Engagement? Why Does It Matter?
Source: (Netsuite,
2021)
The above
video clip shows What Employee Engagement is and its importance in a simple
manner. The indicators of Employee Engagement and the impacts of Dis-engaged
employees are also stated in here. Finally, the benefits of High Employee
Engagement are also mentioned in the above video clip.
The ability to control personal behaviors and goals
determines an employee's level of engagement (Hammoud, 2017). There are 3
levels of Engagement as follows;
- Engaged
Employees- An organization should seek to get all of its employees to
"engaged" level as such individuals give them a competitive
advantage over their competitors, are highly productive, and have a low risk of
employee turnover (Vance, 2006).
- Disengaged
Employees- Employees become disengaged and defensive when they begin to recede
and hide their identities, thoughts, and feelings, resulting in poor work
performance (Deci & Ryan, 1985 cited in Hammoud, 2017).
- Actively Disengaged Employees- Employees that are actively disengaged have a hatred against the organization. They go to great lengths to disrupt activities, and they may even act out subconsciously (Vance, 2006).
Motivation
is a psychosomatic process that directs a person to behave and react in a way
that helps them to satiate certain unfulfilled needs (Latham 2011).
Thereby, Employee Motivation is the
intrinsic drive an employee has which will be put by he/she to maximize work
related performance leading to organizational goals. As per Robbins (1993)
Employee Motivation is the willingness to exert high levels of effort toward
organizational goals, conditioned by the effort’s ability to satisfy some
individual need. Pinder (2008) defines work Motivation as a set of energetic
forces that originate within individuals, as well as in their environment, to
initiate work-related behaviors and to determine their form, direction,
intensity and duration.
Video 02: Workplace Motivation
Source: (T
& A HR Solutions, 2017)
The above
video clip explains what Workplace/ Employee Motivation. Further, it shows that
Motivation is driven by two main factors as follows;
- Intrinsic Motivation – “Intrinsic motivation refers to doing something because it is inherently interesting or enjoyable” (Ryan and Deci 2000a cited in Lei, 2012, p. 2)
- Extrinsic
Motivation – “Extrinsic motivation refers to doing something because it leads
to a separable outcome” (Ryan and Deci 2000a cited in Lei, 2012, p. 2).
References
Hammoud,
M. S. (2017). International
Journal of Applied Management and Technology. Effective Employee Engagement in the Workplace. 16(1). pp. 50-67.
[Online]. Available at https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=1239&context=ijamt.
Accessed on 30th April 2022.
Hotner,
T. (2017). The Relationship Between Employee Engagement, Job Motivation,
and Job Satisfaction Towards The Employee Performance. Corporate Ownership & Control. 13 (2). pp. 473-477.
[Online]. Available at http://repository.uki.ac.id/624/.
Accessed on 30th April 2022.
Kahn, W. A. (1990). Psychological conditions of personal
engagement and disengagement at work. The
Academy of Management Journal, 33(4), pp. 692–724. [Online]. Available
at https://www.frontiersin.org/articles/10.3389/fpsyg.2020.00038/full. Accessed on 30th April
2022.
Latham, G. (2011). Work Motivation. History, Theory, Research and Practice. NJ, SAG
Lei, Z. (2012) Investigation into Motivation Types and
Influences on Motivation: The Case of Chinese Non-English Majors [Online].
Available at https://files.eric.ed.gov/fulltext/EJ1078968.pdf. Accessed on 2nd May
2022.
Luthans, F. and Peterson, S. J. (2002), "Employee
engagement and manager self‐efficacy", Journal of
Management Development, 21(5), pp. 376-387. [Online]. Available at https://doi.org/10.1108/02621710210426864. Accessed on 30th April 2022.
Netsuite (2021), What is Employee Engagement? Why Does It
Matter? [Online]. Available at https://www.youtube.com/watch?v=ITvnYco_J9s. Accessed on 2nd May 2022.
Pinder, C. C. (2008). Work Motivation in Organizational Behavior (2nd ed), New York, NY,
Psychology Press. [Online]. Available at https://www.frontiersin.org/articles/10.3389/fpsyg.2020.00038/full. Accessed on 30th April
2022.
Robbins, S. (1993). Organizational
Behavior (6th ed). Englewood Cliffs, Prentice-Hall.
Schaufeli, W. B., Salanova, M., Gonzalez‐Roma, V., &
Bakker, A. B. (2002). The measurement of engagement and burnout. A two sample confirmatory factor analytic
approach. Journal of Happiness Studies, 3, pp. 71–92. [Online]. Available
at https://www.frontiersin.org/articles/10.3389/fpsyg.2020.00038/full Accessed on 30th April
2022.
T & A HR
Solutions (2017). Workplace Motivation. [Online]. Available at https://www.youtube.com/watch?v=iu3IY_6BtH0. Accessed on 2nd May
2022.
Vance,
R. J. (2006). Employee
Engagement and Commitment. [Online] Available at https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Employee-Engagement-Commitment.pdf. 30th April 2022.
Yes Gimhani, Typically, engaged employees are intrinsically motivated. They enjoy what they do, strive to learn new skills, and are eager to put their skills to use. And there's a lot to be said for how an engaged workforce can help any business's bottom line. As described in his book Thomas, (2009) employees who are intrinsically motivated are passionate about their work because they either enjoy doing it or enjoy the pride and satisfaction that comes with a job well done.
ReplyDeleteHi Chamara, yes indeed I agree with your comment. Even in the absence of operationally separable incentives, people's natural dispositions to be curious and interested, seek out challenges, and exercise and grow their skills and knowledge are referred to as intrinsic motivation (Di Domenico, 2017).
DeleteHello Gimhani, I agree with your post. As per Kalimullah (2010), when an employee is motivated he/she will align his/her goals with the goals of the organization and shall work towards the goals. Organisations with such motivated employees are more successful, as their employees look for ways to improve their work. Dobre, O. I. (2013) states that by motivating employees they could be encouraged to work up to their full potential.
ReplyDeleteHi Nilushi, Thankyou. Employee motivation and dedication are critical to a company's success. Employees who are motivated and committed to their jobs have a high level of job involvement, and keeping employee motivation, commitment, and job involvement high is always beneficial to a business because motivated and committed employees are more productive, and higher productivity usually means higher profits. (Denton, 1987)
DeleteHello Gimhani, adding to your post, Extrinsic and intrinsic motivation are terms used to describe different types of motivation. The primary source of motivation is found within the individual. Anyone who has set a goal will quickly realize that the desire to succeed is insufficient. Achieving such goals necessitates perseverance in overcoming obstacles and continuing to overcome difficulties (Sansone and Harackiewicz, 2000)
ReplyDelete