What´s Employee Engagement?

Employee Engagement:

According to Beardwell and Thompson (2014), employee engagement has been defined as one to be mentally or psychologically tuned in or present when completing a task or job. Many academics and practitioners state that employee engagement is a key challenge and it is becoming a priority for executives and human resource professionals. According to Beardwell and Thompson (2014), an engaged employee can be more productive and produce high performing outcomes over an employee whom is less engaged, within our organisations the majority of the management team seem to be really engaged or tuned in with their jobs. This outcome can be due to the fact that the management team have full responsibility and authority to make decisions

This level of engagement is driving the business forward, however there is controversy over the definition of employee engagement but the one common theme many academics agree on is that for employee engagement to be switched on there must be psychological and behavioural factors hence why the sense of ownership from the management team in my organisation has influenced the level of satisfaction and job involvement. This is a positive engagement from the management team in our organisation and as a result the organisation is out performing itself year on year Gruman and Saks

It is evident that my current organisation has enforced some of HRM best practices on that note it is argued that some departments within my organisation have a different approach to these HRM strategies but they according to some literature they are still following the HRM best practices.

As outlined throughout the paper my organisation has the knowledge and understanding of the topic talent management but they lack the concept of talent management but there is still evidence within the organisation that displays talent management practices. Furthermore topics like recruitment and training & development have seen each departments operated completely different, the reasoning for this is due to down to the manager’s different styles an example of this is when we compare the formal approach and the informal approach to recruitment. The fact there is no consistency between the departments on the recruitment policy has seen different outcomes for the