Маnаging Еmрlоyее ЕngаgеmеntIntroductionAs the 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) cites 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 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. The University of Bath (Purcell 2004) coined the high performance model: ‘Black Box’ from this concept of psychological contracts, and reiterates the crucial role of line managers in establishing working environment in which their subordinates can offer discretionary behavior. The synergy of the model in this context lies on the emphasis that employees have to have the freedom of choosing and deciding on the level of engagement to offer their employer.
In a business world where organizations are increasingly banking on the brand more than conventional product marketing, engaged workforce emerges pivotal. This premise builds from the understanding that appropriately engaged employees can help build a strong brand and protect their employer from misdemeanors that arise from poor service levels or low quality products. Moreover, a sustained strong organizational brand is a cornerstone of the increasingly brand-sensitive talent and its retention. The critical review of the emerging employee engagement management will underline features that bolster optimal employee performance while detailing factors that may derail outcomes associated with the properly engaged workforce. Theories of Employee Engagement ManagementExtant literature progressively reveal ascendance to prominence of engagement management in that the novel human resource management approach underlines success in performance of the contemporary organization.
In the recent years, many government skills policy tools congruent on development of leadership and management skills that are resilient and capable of withstanding the continual change. Important to note about these rationales is the implicit realization that measures to promote supply and raise skills of the human resource are, while exceptionally crucial, not adequate to drive performance enhancements on their own (Alfes, Truss, Soane, Rees & Gatenby 2010).