Employee engagement
The significance of the growing industry in this corporate world is reflected in the response of civilisation that seems to be enacted in the stated framework. Communication is the power of expression and representing views at any length, and corporate industry is partially based on this that influences many to work profoundly. Employees are the key players to a growing sector and making them engaged in the sole purpose of the requirement is an utmost requirement for an entrepreneur. The purpose of the paper is to focus on a significant barrier to employee engagement and discuss the origin of the causes that need to be overcome. Hence, for the common cause of finding a common problem prevailing in the industries, the issue with communication seems to be the most appropriate problem to research.
Employee engagement refers to the intensity of an employee in feeling passionate about their corresponding jobs and roles in an organisation. The commitment towards their company and reflecting discretion in their efforts with the role is considered to be engagement intensity of employees[1]. However, the satisfaction of employees is not be confused with this term and means an outcome of employee engagement. The employee engagement is a significant factor for analysing the overall performance of a company as the individual roles and commitment of the candidates is dependent on producing a larger output. The output defines the success of the company[2]. Employee engagement is responsible for driving performance and realises the understanding of the company as well as individuals. Companies involving engaged workforce tend to outperform their relevant competitors. The earning per share or ESP rate is higher than others and are more adaptable to emergencies like the recession or financial setbacks. Innovation and growth make engagement a key to the differentiator. Employee expectations change over the time and with the growth of skill and experience, and organisations must focus on being value-driven and employee-centric oriented culture[3].
The employee engagement is measured through personal inspections on the interests and favourable aspects of the employees. The survey can be an effective key to research and inspect on the matter. The surveyed data are benchmarked with other companies to differentiate the performance levels strategically. Short surveys are effective in measuring the employee engagement that considers short questions and indicates the employee engagement intensity. Vivid research and survey on measuring employee engagement can include around 50-80 questions to cover the range of relevant materials[4]. The suitable time for measuring it is none and anytime seems to be favourable but creating a readiness of assessing time is important to extract the best output. There are certainly two significant primary factors driving employee engagement. The engagement of the employee with the organisation and with the managers.
Figure 1: Factors of High Performance
(Source:[5])
Significant barriers to employee engagement are evident from different resources that consider the topmost challenges an individual face with their company and vice-versa. The different reasons may include lack of insights and alignment to focus on the working norms, the impact of external investors who do not prioritise on engagement significance, saturated communication channels, lack of integrity and artificial implementation of leadership behaviours[6]. Amongst all these, saturated communication is a common problem for every organisation. An organisation focuses on helping their employees getting engaged completely to overcome the problem with confronting challenges. Improvising engagement of employees needs a high level of communication, and if the most important aspect falls short of clarity, it becomes ineffective in cutting through the noise. The challenging factor is to get the attention of employees and to solicit input create huge feedback that makes the engagement team overwhelmed.
Measuring employee engagement
The origin of this issue arises from lack of communicability from the employees’ end as well as organisation[7]. Communication is the most powerful tool that has a tremendous impact on organisational success. Increasing employee engagement is supported by effective communication that increases the productivity and boosts up the enthusiasm of the employees. Every key stakeholder of the company has significant communication processes that require attention. The seven practices can initiate in increasing honesty and openness of two-way communication effectiveness, and lack of it will deliver failure[8].
- Internal communication strategic planning: The success can lead to the transparency of working relations and failure leads to worsening communication
- The consistency of two-way communication at every level of the management: Creating an effective two-way flow of communication is the key to success and miscommunication under the chain can break the whole flow.
- Frequency: It is a variable significant in expressing the intensity of employee relations with the management and their engagement.
- Messages of engagement: Consistency of commitment from both the end is responsible for analysing the appropriateness of the audience to view their understanding critically.
- Communication channels to be robust: It depends on the choice of employees to stay being informed.
- Removing the fear of repercussion: Expectation of being safe at the workplace is justifiable.
- Measuring the impact: The effectiveness of internal communication plans and implementations are to be measured.
Employee turnover is the most common impact of this barrier that is influenced by the ineffectiveness of communication. In straight and simple terms, the effect of miscommunication or no communication leads to unworthy working efforts and that may be a cause of dissatisfaction of the employees[9]. On a primary note, employees and company, both have certain expectations from each other that is seen through the concept of exchanging workforce with finance. Therefore, to keep the employee engagement successful, it is necessary to look upon the relative successful ways in creating the best communication possible. Effective exchange of views and perspectives reflect ultimate demands from both the end creating transparency of workflow[10].
Conclusion:
The purpose was to vividly analyse a significant impact of the barrier to employee engagement and thus, from the above report, it can be concluded that communication being the most common form of issue prevailing in the corporate industry needs to be solved with efficiency. Hence, the definition and relativity of employee engagement with communication had been expressed to find the origins and relative impact of the barrier.
References:
Graban, Mark. Lean hospitals: improving quality, patient safety, and employee engagement. CRC Press, 2016.
Bedarkar, Madhura, and Deepika Pandita. “A study on the drivers of employee engagement impacting employee performance.” Procedia-Social and Behavioral Sciences 133 (2014): 106-115.
Kumar, V., and Anita Pansari. “Measuring the benefits of employee engagement.” MIT Sloan Management Review 56, no. 4 (2015): 67.
Merrill, Ray M., Steven G. Aldana, James E. Pope, David R. Anderson, Carter R. Coberley, Jessica J. Grossmeier, and R. William Whitmer. “Self-rated job performance and absenteeism according to employee engagement, health behaviours, and physical health.” Journal of occupational and environmental medicine 55, no. 1 (2013): 10-18.
Haski?Leventhal, Debbie. “Employee engagement in CSR: The case of payroll giving in Australia.” Corporate Social Responsibility and Environmental Management 20, no. 2 (2013): 113-128.
Bin, Abdulwahab S. “The relationship between job satisfaction, job performance and employee engagement: An explorative study.” Issues in Business Management and Economics 4, no. 1 (2015): 1-8.
Mishra, Karen, Lois Boynton, and Aneil Mishra. “Driving employee engagement: The expanded role of internal communications.” International Journal of Business Communication 51, no. 2 (2014): 183-202.
Karanges, Emma, Kim Johnston, Amanda Beatson, and Ian Lings. “The influence of internal communication on employee engagement: A pilot study.” Public Relations Review 41, no. 1 (2015): 129-131.
Men, Linjuan Rita. “Strategic internal communication: Transformational leadership, communication channels, and employee satisfaction.” Management Communication Quarterly 28, no. 2 (2014): 264-284.
Karanges, Emma Ruth. “Optimising employee engagement with internal communication: a social exchange perspective.” PhD diss., Queensland University of Technology, 2014.
[1]Merrill, Ray M., Steven G. Aldana, James E. Pope, David R. Anderson, Carter R. Coberley, Jessica J. Grossmeier, and R. William Whitmer. “Self-rated job performance and absenteeism according to employee engagement, health behaviours, and physical health.” Journal of occupational and environmental medicine 55, no. 1 (2013): 10-18.
[2]Bedarkar, Madhura, and Deepika Pandita. “A study on the drivers of employee engagement impacting employee performance.” Procedia-Social and Behavioral Sciences 133 (2014): 106-115.
[3]Graban, Mark. Lean hospitals: improving quality, patient safety, and employee engagement. CRC Press, 2016.
[4]Karanges, Emma Ruth. “Optimising employee engagement with internal communication: a social exchange perspective.” PhD diss., Queensland University of Technology, 2014.
[5] Kumar, V., and Anita Pansari. “Measuring the benefits of employee engagement.” MIT Sloan Management Review 56, no. 4 (2015): 67.
[6]Haski?Leventhal, Debbie. “Employee engagement in CSR: The case of payroll giving in Australia.” Corporate Social Responsibility and Environmental Management 20, no. 2 (2013): 113-128.
[7]Mishra, Karen, Lois Boynton, and Aneil Mishra. “Driving employee engagement: The expanded role of internal communications.” International Journal of Business Communication 51, no. 2 (2014): 183-202.
[8], Linjuan Rita. “Strategic internal communication: Transformational leadership, communication channels, and employee satisfaction.” Management Communication Quarterly 28, no. 2 (2014): 264-284.
[9]Karanges, Emma, Kim Johnston, Amanda Beatson, and Ian Lings. “The influence of internal communication on employee engagement: A pilot study.” Public Relations Review 41, no. 1 (2015): 129-131.
[10]Bin, Abdulwahab S. “The relationship between job satisfaction, job performance and employee engagement: An explorative study.” Issues in Business Management and Economics 4, no. 1 (2015): 1-8.
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