The paper 'Motivation and Engagement' is a good example of a Management Case Study. The key to the success of every organization is keeping employees motivated and engaged. Thus, companies need to meet the motivational needs of employees which include but not limited to achievement, authority and power, and affiliation. Besides that employers need to invest in motivators that keep employees engaged. Some of these include adequate space to work in, break periods, office equipment that works properly, and good pay among others. Employee engagement is about creating the right condition for all members of an organization so that they remain committed to their organization's goals and values.
Companies that implement strategies that are aimed at enhancing their employees’ motivation levels derive numerous advantages. For example, they perform well because satisfied workers have higher productivity rates, low turnover, and are more committed to their job. Thus, higher levels of employee engagement and motivation are key pillars of successful organizations. Discussion Barrick et al. (2015) analyzed how organizational engagement links with motivation, strategic implementation, and firm performance. They empirically tested the theory that when the three are used jointly, the corporate resources enhance the three psychological conditions required for full engagement that is surety, availability, and psychological meaningfulness.
The sample comprised of 83 companies that provided the data needed to examine the topic. The authors found out that strategic implementation positively affects the relationship between the three organizational resources and overall corporate engagement. 83 small to medium-sized credit unions participated in the exercise. All measures utilized a five-point Likert scale expect performance. Data were collected from three different levels that were entry-level employees, TMT members, and mid-level managers. The authors demonstrated that firms could create, maintain, and enhance cooperative organizational commitment to achieve success for their organizations.
Equally, it was revealed that firms could maximize collective organizational engagement when they design entry-level jobs to enrich and enlarge work, support human resource investments, and have effective people management strategies (Barrick et al. , 2015). More importantly, transformational CEOs should be in charge of companies. Empowered motivated employees make it possible for easier realization of organizational goals. Van Beek et al. (2011) examined how workaholism, work engagement, and burnout among Chinese health care professionals.
High levels of workaholism were linked to elevated levels of introjected regulation and identified regulation. Furthermore, high levels of work engagement were linked to high levels of intrinsic regulation, and high levels of burnout were mainly linked with low levels of natural regulation. Evidently, not all employees who seem committed to their work are associated with positive outcomes. Some need to be guided on quality and not quantity output. The researchers distributed 1000 questioners to four different types of hospitals. Different scales were used to measure the aspects.
Workaholism was measured with the Dutch Work Addition scale. Work engagement was measured using the Utrecht Work Engagement Scale and burnout using an adapted version of the Maslach Burnout Inventory-General Survey. Tims, Bakker, and Xanthopoulou (2011) sought to find out the impact of transformational leaders on employee engagement. The participants of the study were derived from two different organizations in the Netherlands. The researchers obtained data through the use of questionnaires where the participants were made to answer them. The study found out that sustained transformational leadership led to an improvement in work engagement among employees.
The study reveals that quality coaching helps enhance the work engagement of employees.
Barrick, M., Thurgood, G., Smith, T. and Courtright, S. (2015). Collective Organizational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance. Academy of Management Journal, 58(1), pp.111-134.
Schwantes, M. (2016). 10 Best Ways to Keep Employees Happy, Engaged, and Motivated. [online] Inc.com. Available at: https://www.inc.com/marcel-schwantes/10-best-ways-to-keep-employees-happy-engaged-and-working-hard.html [Accessed 26 Apr. 2017].
Tims, M., Bakker, A. and Xanthopoulou, D. (2011). Do transformational leaders enhance their followers' daily work engagement?. The Leadership Quarterly, 22(1), pp.121-131.
Van Beek, I., Hu, Q., Schaufeli, W., Taris, T. and Schreurs, B. (2011). For Fun, Love, or Money: What Drives Workaholic, Engaged, and Burned-Out Employees at Work?. Applied Psychology, 61(1), pp.30-55.