Discussion of employee engagement
Discuss about the Determinants of Employee Engagement and Impact.
Employee engagement can be considered as an important factor that leads to organisation success and increases competitive advantage (Othman et al., 2018). Employee engagement is about ensuring proper motivation to the employees, so that they can become well acquainted with the organisations. The process of the organisations and the manner in which it people can be made to work in it can be considered as employee engagement (Bailey & Madden, 2016). The organisational success provides an advantage for employees to remain employed in the organisation and ensures that proper job and role is undertaken by them. Therefore, employee engagement is necessary for the success of an organisation and the manner in which leadership and motivation can be used to provide job satisfaction to the employees.
As per the Shuck engagement test, the cognitive score is full 20 out of 20 along with the behavioural engagement. The emotional engagement is about 18 out of 20. According to Mone and London (2018), the cognitive behaviour provides expressions that lead to positive organisational outcomes. In my case, a full score of 20 suggests that I tend to remain positive in every organisational situation. At the same time, I am willing to make emotional investment towards organisational outcomes. The full score of behavioural engagement suggests that I am psychologically stable to provide more assistance and provide forward movement that characterises my progress in organisations (Refer to appendix 1 for test results). The Utrecht test suggests that I have a score of 6.88 out of 7. It comprises of three factors of employee engagement. These include vigour, dedication and absorption. My vigour is that I have a high level of energy and mental resilience while willing to invest during work. My dedication is involved in gaining a sense of significance, pride and challenge. I am also absorbed in being fully concentrated and happy.
Structural: The structural barrier in an organisation can be the legal institute. The local environment dispute that may exist in an organisation can lead to negative outcomes in an organisation. Abiding by the rules can be a serious problem for organisations (Bhavani & Sharavan, 2015).
Cultural: According to Cable, Gino and Staats (2013), the cultural barriers can be understanding the people of every culture and the manner in which they apply themselves in an organisation. Misunderstanding between the people can be a problem due to cultural barrier.
Shuck and Utrecht Engagement scale
Leadership: The leadership problem can be poor qualities of an individual to lead and provide encouragement to the team members (Anitha, 2014).
I had been given with limited time to develop my talents. The time spent on my coaching and training has been uninspiring for me, as I did not get to learn anything about the job role of being in a construction company. The leaders were uninspiring and therefore, I did not have any time to understand the job role and therefore, did not have an opportunity to understand the work.
The lack of accountability is mainly based on the ability to trust the leaders. In my opinion, the accountability has made me mistrust the leaders. This is mainly because the leaders failed to provide ample support to me and therefore, I failed to implement my skills in the organisation. The leaders did not allow me to contribute to the idea that can help in the improvement of the construction.
The lack of skills made me a failure in the construction organisation. This is because the skills needed to continue in the construction company require precision and understanding of the work. Therefore, I failed to understand the work that was provided to me. I could not develop nor apply my skills because of the lack of support of the leaders. I could not develop my skills due to the lack of proper training provided to me by the leaders.
According to Albrecht et al. (2015), in order to retain employees in an organisation, it is necessary to develop interest in the work. However, I had lack of interest in the job, as I was not allowed to provide any assistance in the work. My skills were not allowed to be developed and I had due to this I had no interest in the construction work that I had undertaken. This diminished my interest in the construction work.
The lack of information and infrastructure had hindered me in the development of my work. Without information about the manner in which I can progress in the work, it became difficult for me to complete my work. Apart from this, the infrastructure of the company also needed to be supportive in a way so that I can use my skills and learn new things about working in a construction company. Therefore, I failed to understand the rules and laws related to the company and work properly using the support provided in the organisation.
Common barriers in the organisation
According to Karanges et al. (2015), weak leadership qualities can have a significant negative impact in the engagement of employees. This is mainly because without proper inspiration it can be difficult for employees to continue with the work in an organisation. The emotional and psychological state of individuals needs to be taken into consideration so that employees can be motivated. As stated by Breevaart et al. (2014) motivation plays an important role in leadership practices so that employees can be inspired with either monetary motivation or non-monetary motivation like rewards and recognition.
Conclusion
Therefore, conclusion can be made that highlights the fact that motivation and leadership play an important role in engaging employees. The job provided to the employees need to be based on the skills they possess, and the manner in which every employee can gain satisfaction related to the work. The barriers that hinder the engagement of the employees are common and can be mitigated by undertaking proper precautions related to a proper working structure.
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Origins of barriers
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