Literature Review On Employee Engagement

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What is employee engagement?
Employee engagement can be defined as the Emotional connection an employee feels toward his or her employment organization, which in return tends to influence his or her behavior and the level of effort in work related activities. The higher the level of engagement an employee has with his or her company, the more effort they put in their daily tasks to show this. Employee engagement involves a few factors like the nature of the job itself - if the employee feels mentally satisfied. This can be factorized by what kind of job and what his or her work consists of and how they see themselves and others in the team they work in. Employee Engagement is a voluntary effort that people give to show their commitment to
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Organizations use different engagement building tools in order to improve performance and stay competitive. The aim of this paper is to contribute to the research regarding the emotional engagement of employees. The aim is to find out how much impact does putting efforts on employee engagement activities and making the employee emotionally engaged with the company, create on the performance and productivity of the organization. Hence the following the statement will be the basis for the research and study in this paper.

Employee Engagement
Studies such as Bar-On, 1997b, 2004, 2006a, 2006b; Bar-On, Handley & Fund, 2006; Handley, 1997; Ruder man & Bar-On, 2003 etc., have shown that there is a highly significant relationship between emotional intelligence and occupational performance. They say employees could be categorized into 3 types. This is based upon the level of commitment or engagement of the employees.
Actively Disengaged:
This is the first category it consists of the people who are unhappy and spread negativity and unhappiness in the organization. They are the so called “disease centers” in the company and spreading negativity an atmosphere of unhappiness, like provoking and convincing people to quit their jobs. However these people are the ones who stay the longest they try to get rid of the competition and this is how they want to get on top
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About fifty nine of all employees surveyed felt at least two of these five key positive emotions, but only 10% felt three of them. Among this group only 5% were disengaged, while a little more than half were positively engaged in driving the organization in the right direction i.e. forward and achieve the targets set by the company.
Engagement is more than just being happy at work; as a matter of fact happiness is not the only factor that drives engagement.
But instead, engagement is demonstrated and shown by how personally connected and committed the workers feel to their organization. It can be measured by an employee’s willingness to recommend his/her organization as a place to work and a place to do business.
According to a conceptual study (Sahdat, 2011) there is a positive relation with organizational productivity, if the organization offers incentives to its employees, they are more satisfied with their job and work environment, their efficiency at work increases and vice versa. There is a positive co-relation between Emotional Intelligence and job satisfaction; and this theory is backed by previous studies which noticed that job satisfaction and positive feelings and not having unpleasant feelings increase job satisfaction and in return helps the company to achieve better results. For this reason the training

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