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The Management Mantra: Employee Engagement

The concept of employee engagement encompasses three main components: job satisfaction, commitment and motivation. It can be further elaborated by employees’ commitment to their work and the organization being motivated to achieve substantially high levels of performance.


 Employees feel engaged with enriched and challenging jobs the thing increases their satisfaction. Transparency, supportive supervision, and positive organization relationships play a pivotal role in watering the seed of engagement creating as such a ‘corporate dogma’ of support on both levels, the supervisory level and the overall organizational one. Fairness, recognition and reward are also essential to creating an engaged workforce represented in fair allocation of resources and tasks. When employees are engaged, they are:

–          More productive and committed,
–          More innovative and resourceful,
–          More identified with the organization,
–          More willing ‘to go the extra mile’ to reach high levels of performance.


But, how can we do it?

Employee engagement can be achieved through:

  • Developing a culture that harnesses positive work attitudes; making the workplace an exciting and an interesting one.
  • Job design is essential to employee engagement. Jobs have to be enriching, challenging and meaningful. Job design should clarify the level of autonomy; it should specify the skills and knowledge requirements; it should define the responsibility and above all feedback mechanisms to the job holder on how well is he/she performing the job, and what shall he/she do better to improve his performance.
  • Introducing effective learning and development programs and avoiding ad hoc training programs for the sake of spending a certain budget, which is meaningless and will bring no value neither to the organization nor to the individuals who are attending. Rather, learning and development programs should be presented as an opportunity for employees to learn and grow in the organization.
  • Career development guidance, support and encouragement on how to fulfill and achieve a successful career within the organization must also be covered when talking about increasing employee engagement.
  • The role of line managers in increasing the levels of engaged employee is key to make it happen. They do this by ‘exercising leadership’ and ensuring that team members are clear of what to do, how to do it, and receive the appropriate feedback on how good have they done it; helping, guiding and supporting team members to acquire the required skills; and ultimately appreciating and recognizing team members contribution.

 Ultimately, increasing employee engagement cannot be achieved without responsible and effective leadership in addition to a strong and positive culture that empowers employees and ensures living and mirroring the organization values; it cannot be achieved without effectively supportive management to employees’ work and well-being; it cannot be achieved without meticulous analysis and design of jobs; it cannot be achieved without effective performance management system in place; it cannot be achieved without fair and standardized reward systems; and it cannot be achieved without listening to employees’ voice.


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