Discuss about the Organization Behavior for Employee Engagement.
For a successful organization, employee performance and employee engagement play a crucial role in the success of business. The aim of this essay is to provide an understanding of organization commitment, employee engagement, and employee performance. Along with this, the essay describes the positive effect of the employee engagement, organization commitment and employee performance on the success of the organization. The essay focuses on measuring the employee engagement relation with the organization performance and organization commitment. Additionally, the essay uses various employee engagement tools to improve the employee performance towards the organization success.
According to the Alfes et al (2013), organization commitment is the bond related to the experience of the employee with their organization. Employees who are committed to their organization generally feel a connection with the organization and feel to understand the aims and objectives of the organization. Organization commitment is also related to the employee commitment that means the dedication of the employee towards to achieve the particular task efficiently and effectively. The organization commitment refers to the individual emotional attachment towards the organization. It will predict the variable works like- organizational citizenship behavior, turnover, and job performance. Along with this, it will play a very important role that determining whether a member will stay in the organization in long run and leave the organization.
On the other hand, Rich et al (2010) states that employee engagement is the approach of the workplace that is resulted to the right condition for all members in the organization and commits to their values and goals. The employee engagement process motivates the employees to contribute towards the success of the organization. At the same time, employee engagement is the level of involvement of the employees to carry out the operations of the business. Employee engagement shows the relationship between the employee as well as its organization. An engaged employee is aware of the business context and works with the help of colleagues that will improve the performance of the employee to achieve the goals and objectives of the organization.
At the same time, Markos and Sridevi (2012) describes that the employee performance is the process that establishes share workforce to understand the level of organization that an organization wants to achieve. In addition to this, employee performance refers to the job-related activities that are expected to execute by the employee. It is simply evaluated once in a year and the effective performance management is a positive collaboration, and the continuous improvement between the employees and their supervisors. Moreover, the employee performance refers to the situation in which a person executes the duties of their jobs and responsibilities in an effective way. Manage the performance of employee deals with the strategy practices and policy that will establish the expectation level of its employee performance. The performance management system plays a strategic role that helps to attract and retain the key employees in the organization.
In the present context, all business entity, and operation pay attention to fulfill the need and wants of the employee. Moreover, Alfes et al (2013) states that organization commitment cannot increases with the help of training and development opportunities because there is a mismatch between the employee perception for their job and the development provided by the organization. At the same time, the performance of the employee can be improved due to the development of the supportive culture that will help to reduce the turnover intention. Christian et al (2011) support the views of Alfes et al (2013) that organization commitment refers to the degree by which employee identifies themselves within the organization. There are various types of organization commitment – (a) Continuance commitment: the employee of the organization will have to bear a particular amount if the employee leaves the organization. (b)Affective commitment: the employee will stay in the organization in long run due to the emotional attachment with the organization. (c) Normative commitment: the employee should take the normative commitment as a responsibility that will remain within the organization. In contrast to this, organization commitment is negatively correlated with the turnover intention of the employee within the organization.
In support to this, Gruman and Saks (2011) states that organization commitment has positive effects on the job performance of the employee. Moreover, the organization uses various employee engagement tools to improve the level of performance and stay competitive. The employee engagement is not only for the positive behavior and feelings of the worker at the workplace during the work but also it also denotes the high involvement towards work, organization citizenship behavior and organization commitment of the employees. In addition to this, a personal and contextual factor of the employee affects the career satisfaction level and turnover intention within the organization. The personal factor of the employee includes goal-oriented performance and contextual factor involves the development feedback and learning culture for the organization. The performance of the organization will increase when the level of organizational commitment and employee engagement is increased and both the factor has a positive effect on the organization.
As per the view of Bakker and Bal (2010) that the employee performance and organization commitment are interconnected with each other. Along with this, the opportunities of organization commitment are higher when the continuous learning opportunities were provided to the employee. The level of organization commitment is increased with the help of better work life at the workplace for the employee. As the employee engagement is necessary for achieve the success in the work outcomes. The employee engagement improves the job satisfaction, higher performance and lower turnover rates, proactive behavior, motivation, learning, higher attendance and many more. In addition to this, there are various drivers for the employee engagement in the organization such as- trust, respect among the employee, client, partners and suppliers, communication level, the flow of information, the structure of the organization, leadership, balanced work life, reward system in the organization and many more.
In favor to this, Brunetto et al (2011) states that employee engagement, employee performance, and organizational commitment can boost the level of motivation within the employees. Moreover, the successful organization depends on the high-performance level of the employee that will help to meet the aims and objectives of the organization. On the other hand, Welch (2011) states that engagement is for both the manager as well as employee, who is responsible for achieving the goals and objectives of the organization. There is two main factor that will play main role in the employee engagement i.e. employee satisfaction and employee commitment. The openness behavior of the employee is an important element which is helpful to motivate the employee to improve their knowledge and skills. Along with this, the attitude of the employee is a positive factor for their engagement towards the organization. Along with this, the higher satisfied employee performs better and contributes more to the success of the organization. A committed employee also wants a good level of communication among the employee and supervisor. On the other hand, measure employee satisfaction and changes will not lead to increase the level of performance.
Conclusion
From the above discussion, the essay can be concluded that organizational commitment was significantly correlated with employee engagement and employee performance. In addition to this, the essay described the employee worked with the high level of motivation that increased the success of the organization. Along with this, employee engagement is a positive tool that has been held by the employee at the workplace towards the working culture. In the present context, the employee should look forward to fulfill the expectation and desire of the organization that will help to increase the overall performance of the business.
Reference
Alfes, K., Shantz, A. D., Truss, C., and Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Alfes, K., Truss, C., Soane, E. C., Rees, C., and Gatenby, M. (2013). The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human resource management, 52(6), 839-859.
Bakker, A. B., and Bal, M. P. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occupational and Organizational Psychology, 83(1), 189-206.
Brunetto, Y., Teo, S. T., Shacklock, K., and Farr?Wharton, R. (2012). Emotional intelligence, job satisfaction, well?being and engagement: explaining organisational commitment and turnover intentions in policing. Human Resource Management Journal, 22(4), 428-441.
Business and Management, 5(12), 89-96.
Christian, M. S., Garza, A. S., and Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89-136.
Gruman, J. A., and Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123-136.
Markos, S., and Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International. Journal of
Rich, B. L., Lepine, J. A., and Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of management journal, 53(3), 617-635.
Welch, M. (2011). The evolution of the employee engagement concept: communication implications. Corporate Communications: An International Journal, 16(4), 328-346.
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