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Identifying and Improving Work Engagement
Job Attitudes, Measure, and Change
Dr. Rebekah Cardenas
Identifying and Improving Work Engagement
Employee engagement entails enhancing the work environment and culture to motivate
employees to be more committed to the company's aims and values. Employee engagement
results from the interaction that exists between a company and its employees. It is all about
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making your workplace and culture better so that employees are more invested in the company's
aims and beliefs (Eldor & Harpaz, 2015). Employee engagement is built on an organization's
members' trust, ethics, and communication. Employee engagement is critical because effective
solutions help to improve work culture, minimize employee turnover, increase productivity,
improve work performance, and positively influence corporate revenues. Employee engagement
leads to higher motivation and job satisfaction and a lower cost-to-value ratio for human
resources investment (Kroon et al., 2017). The following strategies can be utilized to realize
optimum employee engagement and thus result to better job outcomes.
Effective communication
Encouraging effective employee communication can help organization and its employees
form a strong bond. Employees begin to identify with the company's vision, beliefs, and goals
due to effective communication. Therefore, they are motivated to improve and become more
involved in all aspects of their professions.
When leaders choose an inadequate communication strategy, staff engagement suffers,
which increases the risk of lost productivity and revenue. Focusing on internal communication
techniques can promote employee engagement and motivation, resulting in increased
productivity and profitability (Joo et al., 2016). Internal communication is crucial; when leaders
stress the value of internal communication, they may drive their employees. Leaders who use
communication tactics to improve the manager-employee connection reap the benefits of higher
productivity and profits (Kelly & MacDonald, 2016).
Unmotivated personnel can be converted into individuals engaged in delivering value to
an organization and achieving organizational goals using communication tactics based on solid
corporate values. According to Joo et al. (2016), effective communication methods can lead to
enhanced engagement, increased productivity and profitability, less attrition risk, and the
potential to engage top talent, all of which can contribute to higher returns.
Training
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Training is considered significant driver of employee engagement. Training is a crucial
feature that assists people in improving their knowledge and abilities, hence improving
performance and productivity in the workplace. Training directly improves work execution,
which leads to a worker's increased confidence in their abilities, which precisely aligns with
work engagement (Jager et al., 2017). Training is a technique for employee engagement and
makes employees more competitive. This means that individuals who have been trained and have
a well-structured career progression plan feel more valued and are more likely to offer their all at
work.
Involvement and Employee Engagement
Employee participation is crucial in determining employee engagement. Several firms
have looked into the challenges of properly managing and encouraging their employees to
understand the main aim. According to Henker et al. (2015), one of the essential drivers of
employee engagement is the capacity for employees to voice their ideas and concerns to the
organization. Giving employees a critical level of chance and flexibility to make work-related
decisions without harming the best organization's relationship is one way to increase the
likelihood of reinforcement. As a result, employee affiliation significantly influences how
businesses make decisions and sustain connections. As a result, leaders should make a concerted
effort to persuade employees to participate in the decision-making process of their firms.
Work environment
The work environment is another critical factor in affecting a worker's level of
engagement. Engagement needs a workplace that encourages data sharing, learning possibilities,
and changes in people's lives, therefore justifying the necessity for regulated vitality and
individual action. According to a research carried out by Jager et al. (2017), employee
engagement is influenced by various workplace factors. A significant workplace context should
help employees focus at work.
Employee compensation
Compensation is one element that influences employee engagement. Employees are
motivated to work harder and focus more on their work when paid well. Prizes include both
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monetary and non-monetary awards. Pay, bonuses, other financial advantages, and non-
budgetary incentives such as additional events and voucher programs contribute to enticing
remuneration. According to Kang and Sung, (2017), both formal and informal, prizes and
recognition are essential variables in representative involvement.
Conclusion
A company's most valuable asset is its dedicated, capable, and engaged personnel.
Organizational leaders have long recognized that having a high-performing staff is essential for
growth and survival. A well-engaged workforce can help with progress, productivity, and
execution. While most leaders realize the need to promote representative engagement, specific
strategies to achieve full employee engagement must be adopted.
References
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Eldor, L., & Harpaz, I. (2015). A process model of employee engagement: The learning climate
and its relationship with extra-role performance behaviors. Journal of Organizational
Behavior, 37(2), 213–235. https://go.openathens.net/redirector/waldenu.edu?
url=https://doi.org/10.1002/job.2037
Henker, N., Sonnentag, S., & Unger, D. (2015). Transformational leadership and employee
creativity: The mediating role of promotion focus and creative process engagement.
Journal of Business & Psychology, 30, 235-247. doi:10.1007/s10869-014-9348
Jager, S. D., Born, M., & Vander Molen, H. (2017). Self-other agreement between employees on
their need for achievement, power, and affiliation: A social relations study.
Scandinavian Journal of Work and Organizational Psychology, 2, 9.
doi:10.16993/sjwop.29
Joo, B-K., Lim, D. H., & Kim, S. (2016). Enhancing work engagement: The roles of
psychological capital, authentic leadership, and work empowerment. Leadership &
Organization Development Journal, 37(8), 1117–1134.
https://go.openathens.net/redirector/waldenu.edu?url=https://doi.org/10.1108/LODJ-01-
2015-0005
Kelly, S., & MacDonald, P. (2016). A look at leadership styles and workplace solidarity
communication. International Journal of Business Communication.
doi:10.1177/2329488416664176
Krishnaveni, R., & Monica, R. (2016). Identifying the drivers for developing and sustaining
engagement among employees. IUP Journal of Organizational Behavior, 15, 7-15.
Retrieved from http://www.iupindia.in/
Kroon, B., van Woerkom, M., & Menting, C. (2017). Mindfulness as substitute for
transformational leadership. Journal of Managerial Psychology, 32, 284-297.
doi:10.1108/JMP-07-2016-0223
