The paper “ Маnаging Еmрlоyее Еngаgеmеnt” is an impressive example of the literature review on human resources. As globalization continues to impart change in the human resource realm, the management is persistently pushed toward optimal employee performance management thus the emerging concept of employee engagement. Employee engagement underlines the principles that draw people’ s attention at all levels in positive two-way dialogue and action to achieve maximal performance while transforming the working environment. This is to imply that employee engagement describes working conditions in which people make sense of their work and staff is highly motivated to continue working for best results with high cooperation between colleagues where the future success of the employer remains at the center stage (Saks 2006).
Employee engagement is bolstered by the employer’ s desire to have people that do their best work and employees’ quest for jobs that are worthwhile and continually motivating. Companies are therefore increasingly finding ways of creating win-win contests that not only favor organizational goals but also satisfy employees’ needs: engaged workforce. Important to note is that engagement is the integration of the human resource’ s commitment to its employer and its core values, and the willingness to promote productive group work through coordination.
This emerging crucial facet of human resource management: engagement, develops from the will of employees to deliver optimally, and cannot be included as a requirement in the employment contract. Organizations want engaged workforce to realize strategically high productivity in sustainable styles. Shaufeli and Bakker (2010) cite the apparent link between the human resource management regime, employee attitudes, and overall company performance in that when the employer fulfills their onus of meeting employees’ expectations they catalyze the employees’ sense of fairness that motivates the development of trust to the company.
The positive role of employers on delivering on their commitments greatly reinforces the psychological undertaking by employees to make it their onus to consistently perform for the better future of their employer.
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Purcell, J 2004, The HRM-performance link: why, how, and when does people management impact organizational performance, http://www.bath.ac.uk/werc/pdf/LovettLecturer2004.pdf (accessed 8 December 2012).
Saks, A.M 2006, ‘Antecedents and consequences of employee engagement’, Journal of Managerial Psychology, Vol 21, No 7, pp.600–619.
Schaufeli, W.B & Bakker, A.B, 2010, ‘The conceptualization and measurement of work engagement’, In A.B. Bakker & M.P. Leiter (eds). Work engagement: a handbook of essential theory and research (pp.10–24). New York: Psychology Press.
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