Rewarding the Givers Instead of the Takers
The Givers and Takers and the Rewards Systems The previous articles discussed the theme of rewards and their uses in modern organizations from multiple perspectives. The focus of the discussion was on how an effective rewards management system can boost productivity and improve job satisfaction leading to all round benefits to the companies and their […]
Ethical Considerations in Competency based Assessments
Assessments of any kind have a bearing on the careers of the individuals hence when assessments are carried out certain ethical considerations should be taken care of: Assessments are conducted for several purposes in the organization, whatever the purpose is, it needs to be communicated clearly to all participating members, assessors and administrators The assessment […]
The Role of Mentors during Education and Professional Lives
Having someone to guide us through the vicissitudes of life is always good and especially so when one is going through a tough time during either education or in professional life. These influencers and guides who are also known as mentors play a valuable role in shaping our lives and careers as they bring their […]
Career Programs for Special Target Groups
Career development programs are designed to meet specific needs and requirements of a particular group of employees. They can be developed for a particular department of special target groups. Depending upon the group for which the program is to be designed, the activities and workshops involved in it also change accordingly. Therefore, before designing and […]
Compensation Management and Globalization
This module has covered topics related to compensation management and discussed the topic from a variety of perspectives. To close the compensation management module, here are some thoughts on where the corporate world is headed worldwide in the context of the ongoing global economic crisis and how the corporates are addressing the needs of their […]
Organizations have come to realize that in today’s constantly changing business scenario, the most valuable resource that needs to be leveraged is human resource. This means not just attracting the creme-de-la-creme and retaining them but keeping them motivated and committed to achieving the organization goals.
Though Employee Engagement (EE) as a business buzzword has generated research and steam since the new economy service industries like IT (Information Technology) and ITES (IT enables services) have taken off, the origins of engagement are as old as mankind itself.
We shall try and decode and define employee engagement as used and implemented by organizations today by looking at the very origins of engagement practices.
History records that about 2300 years ago, Alexander (356 BC – 323 BC) was able to march ahead and conquer unknown lands by battling for years across continents, miles away from home, because he had an engaged army that was willing to abide by its commander.
Alexander is known to have achieved the engaged workforce by ensuring that he spent face time with his men, listening and addressing grievance, ensuring on time payment of salary, dressing like the rest of his army and most importantly by leading from front.
More recently, in World War II, Americans funded a lot of money for researching the behaviour of its soldiers to be able to predict their battle readiness.
History is dotted with examples of leaders who have led their men by building a psychological commitment between their men and their ideology to achieve greatness. In this psychological contract lies the roots of today’s Employee Engagement theories propounded by organizations.
An engaged workforce produces better business results, does not hop jobs and more importantly is an ambassador of the organization at all points of time. This engagement is achieved when people consider their organization respects their work, their work contributes to the organization goals and more importantly their personal aspirations of growth, rewards and pay are met.
The Hay Group defines enagaged performance as “a result that is achieved by stimulating employees’ enthusiasm for their work and directing it toward organization success. This result can only be achieved when employers offer an implicit contract to their employees that elicits specific positive behaviours aligned with organization’s goals...”
Lanphear defines EE as “the bond employees have with their organization” Lanphear further espouses that “when employees really care about the business, they are more likely to go the extra mile.”
The definitions, as seen, focus on employer as well as the employee. Today’s millennial workforce is more informed, connected, willing to work given learning opportunities. Personal growth, opportunities to learn and explore is becoming a primary driver. Equity more then pay is a driving force. Catering to the changing needs to foster engaged employees is the need of the hour.
In conclusion, understanding employee engagement drivers, measuring and enhancing engagement offers promise of better business performance by ambassadors of the organization who work like entrepreneurs and help sustain organization growth through innovation and lower employee turnover.
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