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Three Types Of Employee Engagement

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Mercer (2007) defines employee engagement as ‘a state of mind in which employees feel a vested interest in the company’s success and are both willing and motivated to perform to levels that exceed the stated job requirements. It is the result of how employees feel about the work experience – the organization, its leaders, the work and the work environment’.
Gallup study covering 30 years and 17 million workers found that there are three key types of employees, based on the level of engagement. They are:
1. Engaged Employees -”Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.”
2. Disengaged Employees -”Not engaged employees are essentially ‘checked …show more content…

Abhijit Siddhanta and Debalina Roy (2010) in their Article Employee Engagement: Engaging the 21st Century Workforce in Asian Journal of Management Research, represent a comprehensive and integrated coverage of employee engagement activities being practiced by the corporate as well as how corporate culture has an important role in enhancing commitment towards jobs, motivation or productivity. This article throws light on how employee engagement can be increased. This article also reviews research or survey findings on the effect of employee engagement on productivity, profitability, customer satisfaction and various other related aspects conducted by organizations like Gallup, Hay Group and ISR among others. Author also tries to identify the key drivers of employee engagement its different attributes together with the ways to measure it, how to handle disengaged employees and modern employee engagement practices in …show more content…

In present work, a comprehensive scale was developed to measure the dimensions of OCB by borrowing and modifying existing scales and developing new items within the Indian work context.
OCB contributes indirectly to the organization through maintenance of organization’s social system (Organ, 1997). Most of the research on OCB has focused on identifying its predictors (Van Dyne & LePine, 1998). The major impact of OCB have been seen on managerial evaluation of performance, and judgment regarding the pay raises, promotions etc. and on organizational performance and success (Podsakoff, MacKenzie, Paine, & Bachrach,

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