“This is about how we create the conditions in which employees offer more of their capability and potential” David MacLeod (Engage for Success, 2019).
Employee engagement
Levels of employee engagement
As this is a transformational
process, employee experience and organizational culture were also related with
the employee engagement (Durai and King 2018) and (Harter and Mann, 2017). As this process has to be drive from
different layers, such as senior management, Human resource department, and
immediate supervisors to increase the employee engagement (Markos and Sridevi,
2010). Therefor this process can be categorized in to four levels.
- · Highly engaged
- · Moderately engaged
- · Barely engaged
- · Disengaged (Jha and Kumar, 2016).
Employees who love their job,
positive thoughts on the organization and highly motivated staffs and
supportive visionary leaders will fall on to the highly engaged employees (Royal, 2019).
Those who love the company and seeking opportunities on improvement but
performed reasonably in their jobs will categorized under the moderately engaged employees. Employees
who feel that the job and culture difference and holds lack of motivation can
be defined as barely engaged
employees (Nagaria and Nerissa, 2021). Employees who carries negative
impressions and opinions on the work place can be defined as disengaged employees (Nxumalo, 2010).
Considering the above mentioned
factor to the life insurance company, employee engagement is interrelated with
employee motivation. If the different layers of the motivations fulfill the employees’
needs the level of the engagement will automatically increase and because of
that the organization performance will also increase and this will be able to
achieve the goal of the company.
Human resource department alone with the CMT Chief Management team with cooperation of recreation club was responsible on the company’s employee engagement. Hence the recreation club responsible on conduction events to improve the motivation and employee engagement in the organization. Cultural festival celebration, interdepartmental sports events such as cricket, football and netball, Sing alone competitions, Vesak lantern and bhakti gee competitions, Christmas carols completion and Christmas tree competitions, forming employees to the mercantile events and JKH inter department sports events, Avurudu celebrations, family party, dinner dance, coffee with CEO, Employee Volunteerism were some of the initiatives that have been conducted by the Recreation club in motivate and encourage the employees.
Figure 1 – Christmas
carols
Source – Annual Report 2019
Figure 2 – Mercantile
tournament
Source – Annual Report 2019
References
Durai, T. and King, M.R., 2018.
Employee Experience and Its Influence On Employee Engagement–With Reference to
Innovative Tech Companies in Chennai. In International Conference on
Emerging Trends in Management ICETM (p. 5).
Engage for Success. (2019) What
is Employee Engagement. Available from: https://engageforsuccess.org/what-is-employee-engagement/
[Accessed 2 December 2021].
Evangeline, E.T. and Ragavan, V.G.,
2016. Organisational culture and motivation as instigators for employee
engagement. Indian Journal of Science and Technology, 9(2), pp.1-4.
Harter, J. and Mann, A., 2017. The
right culture: Not just about employee satisfaction. Gallup Inc. https://www.
gallup. com/workplace/236366/right-culture-not-employee-satisfaction. aspx.
Zugegriffen am, 20, p.2019.
Jha, B. and Kumar, A., 2016. Employee
engagement: A strategic tool to enhance performance. DAWN: Journal for
Contemporary Research in Management, 3(2), pp.21-29.
Kordbacheh, N., Shultz, K.S. and
Olson, D.A., 2014. Engaging mid and late career employees: The relationship
between age and employee engagement, intrinsic motivation, and
meaningfulness. Journal of Organizational Psychology, 14(1), p.11.
Markos, S. and Sridevi, M.S., 2010.
Employee engagement: The key to improving performance. International
journal of business and management, 5(12), p.89.
Markos, S. and Sridevi, M.S., 2010.
Employee engagement: The key to improving performance. International
journal of business and management, 5(12), p.89.
Nagaria, M.S. and Nerissa Vowles, A.,
2021. Employee Engagement At Work. NVEO-NATURAL VOLATILES & ESSENTIAL
OILS Journal| NVEO, pp.459-466.
Nxumalo, P.B., 2010. An investigation
into whether employee involvement can be used as a tool and a path towards
raising levels of engagement within actively disengaged employees at Ngwane
Mills. Unpublished Master’s Dissertation, Business Leadership University
of South Africa, Business Administration, University of South Africa, South
Africa.
Royal, K., 2019. What engaged
employees do differently. Gallup Workplace.
Union Assurance. (2019)annual report
2019. Colombo: Union Assurance [online] Available from:https://unionassurance.com/wp-content/uploads/2020/03/UAL-2019.pdf
[Accessed 30 November 2021].
Union Assurance. (2020)annual report
2020. Colombo: Union Assurance [online] Available from: https://unionassurance.com/wp-content/uploads/2021/03/UAL_AR_2020.pdf
[Accessed 2 December 2021].
Agree with you Deshani. When an organization wants to promote employee engagement, it must first encourage its employees. Motivated employees put up the extra effort, work is completed faster with higher levels of dedication, and collaboration, all of which boost productivity. Employee motivation and engagement are closely linked, and if you want to boost one, you must also improve the other (Evangeline and Ragavan, 2016).
ReplyDeleteHi Janaka, Agree with you. As employee engagement factors inter related with passion and purpose of the organization, it is important to maintain a good employee engagement in order to achieve the ultimate goal of the company (Merriman, Sen, Felo and Litzky, 2016), will also improve the employee motivation of the company towards to achieve the vision.
DeleteHi Deshani, Agree on your points. Adding to that people are more likely to behave in the interests of the company when people are engaged and dedicated and they have less need to be regulated and measured Essentially, engaged people can be expected to act in the company's interests, partially because they considered their interests to be the same as, or well-suited with, the company's interests (Gratton, 2004).
ReplyDeleteHi Lakshan, Thanks for your feedback. Further would like to add the the points as the engaged employees will be an asset for the organization where this will impact on the performance of the organization as well. However these factors has to be tactilely implement in order to drive the employee motivation (McManus and Mosca,2015).
DeleteHello, Deshani. I agree with you as well. Including, according to Elliott (2018), employee engagement in terms of feelings and action. Employees who are engaged may describe feeling intensely focused and involved in their work. They are enthused and feel compelled to act. Engaged behavior is consistent, proactive, and adaptable in ways that allow work roles to be expanded as needed. Employees that are engaged go above and beyond their job duties in areas such as service delivery and innovation.
ReplyDeleteHi Isuru, Thanks for your feedback. Further adding to your comments. As mentioned in the blog the highly engaged employees will impact towards to the growth of the organization, where as mentioned in the comment as well. Further as this is a Human recourse function, company has to maintain a good relationship between employees to conduct good employee engagement (Ferreira and de Oliveira, 2014).
DeleteHi Deshani. Agree with your comment. Zamer al,(2014) explain theoretically that motivation has important role in public or private companies. Motivation is categorized in two groups: Monetary such as salaries, bonuses, wages, as well as non monetary such as working condition, Job status and Job security.
ReplyDeleteHi Upeksha, adding to your comments as this, monetary rewards are financial rewards provided to employees for meeting their goals where the non-financial rewards help boost workers' self-confidence and self-actualization in order to motivate the employees to keep the momentum ongoing (Harunavamwe and Kanengoni, 2013).
DeleteHi Deshani. Adding more to your points, Hewitt Associates (2004) also identified a relationship between engagement and profitability through higher productivity, sales, customer satisfaction, and employee retention. An increase in engagement level should precede an increase in profit. Research suggests that employee engagement might play a key role in aiding the successful implementation of organizational change ( Graen, 2008).
ReplyDeleteHi Tholoka, Thanks for sharing the feedback that value addition to my blog post. However the engaged employees motivated beyond the expectation of the personal commitment is also increase the efficiency of work in the organization this will increase the profitability and performance of the organization as well (Harter, Schmidt and Hayes, 2002). If these expectations inline with the performance will increase the employee engagement of the organization (Little and Little,2006).
Deletenicely explained Deshani, organizations know & realize that employees are significant assets and they have to be smart enough to manage this great asset. The employees must perform together as a collective unit and contribute equally towards realizing a common goal Highly effective and highly efficient performances are required in the intense competition among the organization (Kumari and sampath, 2020)
ReplyDeleteHi Surangi, Thanks for sharing your valuable thoughts in this. Employee goals that was set by the organization, expectations and performance connects with the vision of the company (Harter, Schmidt and Hayes, 2002). However as mentioned performance and the efficiency of the employee has direct impact for the organization performance as well (Harter, Schmidt, Killham and Agrawal, 2009).
Delete