The research will focus on the question: what is the influence of employee engagement on organizational development and public value? Employee engagement refers to a workplace technique that results in the best conditions for all the workers within the organization to give their best every day. The employees commit to the goals and values of the organization, and they are often motivated to promote the development of the organization. The research will investigate the implications that the organization engaging its employees, especially during decision-making processes, has on development and the value it will add to the people. More importantly, the organization that increases its development adds more value to the population.
Research Question and the Theoretical Point of View
From a theoretical view, the research question is interesting because employee engagement revolves around how to achieve the strategic goals of an organization by creating an environment in which human resources can perform, and for all workers including the managers to be motivated and deliver their best for the better performance. According to the theory of engagement, leaders have to ensure full engagement of all the staff members (Anitha, 2014). The staff members have to fully commit in the manner in which business owners care for the development of the organization. Job satisfaction theory requires the employer to bear the entire burden of engaging all workers because it gives significant benefits and allowances. Employee engagement is based on a corporate culture that enhances and sustains engagement. Corporate culture is critical because the best level of engagement may be achieved through self-motivation, self-organization and self-discipline (Anitha, 2014).
Relevancy of the Question and Theory Gap
The question is more relevant because employee engagement is rapidly becoming a critical indicator of job satisfaction. The current employees need to be involved in deciding the success of the organization; they are enthusiastic about the organization and commit to their work. Concerning the current theory gap, the majority of workers are disengaged at their workplace, which is deterring many organizations from development (Anitha, 2014). The disengagement is caused by several factors such as poor communication within the organization, their managers and senior leaders do not recognize employees, and lack of alignment to the mission of the organization (Singh et al., 2016). Therefore, the leaders need to involve workers as a strategy to achieve business objective because the approach can lead to long-term retention of the workers, improved quality and productivity (Wang & Hsieh, 2013).
Notably, workers who are complacent and are not enjoying their work, but is there for salary and wages do not always produce at their best level, and they can develop a bad attitude towards the leaders and the entire organization as they drag the whole team down. The decline in workplace performance causes significant challenges to the organization (Wang & Hsieh, 2013). Therefore, the research will aim at closing such gaps to ensure organizational development is maintained, and value is added to the people.
Based on the literature, research has revealed that organizations that tend to engage their employees often succeed in terms of customer satisfaction as they obtain increased operational efficiency and productivity (Albrecht et al., 2015). Additionally, previous studies have further indicated that a higher rate of employee engagement increases the profitability of the organization, and provides healthier and safer workers with a reduced rate of absenteeism (Bedarkar & Pandita, 2014). Employee engagement has played a fundamental role in obtaining project delivery metrics, especially on the quality and safety of production. According to research that was conducted in 2011, employee engagement and involvement is significant in the smooth functioning and performance of the organization (Albrecht et al., 2015). If employees are not engaged, the organization may fail to enjoy certain competitive advantages. It is among the leading priorities of human resource managers and other superior managers for many organizations.
Organizational management can involve employees on decision-making and to implement organizational policies that promote the achievement of the set goals. Research has elucidated that involved workers strengthen the competitive advantage as it provides a favorable environment for better performance (Albrecht et al., 2015). The challenge is that human resource managers are faced with the technical task of creating and maintaining a suitable working environment that motivates workers and choosing the right employees at the right place (Singh et al., 2016). More imperatively, it has been revealed that employees who are engaged always understand the value of encouraging positive customer experience and possibly show their commitment through delivering quality products and services (Saks & Gruman, 2014). There is a need for organizations to gain confidence based on the measures used in evaluating employee engagement. Stronger involvement gives the managers the opportunity to understand what the employees are thinking.
A report on the previous research conducted eight years ago indicates that employees are critical assets that boost the performance of the organization and involving them in every step of decision catalyzes the moral for excellent (Saks & Gruman, 2014). Engaged workers are less likely to feel tired of delivering services; therefore, organizations should focus on the perception of workers and the support they get from their managers and supervisors (Bedarkar & Pandita, 2014). It helps in employees in developing a positive attitude towards the organization, their managers and their work. It has further been discussed that every organization needs to surpass its rival through ensuring the best utilization of the human capital (Saks & Gruman, 2014). It requires maximum use of the assets that help in gaining a competitive advantage in the market.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage. Journal of Organizational Effectiveness: People and Performance. https://www.emerald.com/insight/content/doi/10.1108/JOEPP-08-2014-0042/full/html
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management. https://www.emerald.com/insight/content/doi/10.1108/IJPPM-01-2013-0008/full/html
Bedarkar, M., & Pandita, D. (2014). A study on the drivers of employee engagement impacting employee performance. Procedia-Social and Behavioral Sciences, 133, 106-115. https://www.sciencedirect.com/science/article/pii/S1877042814030845
Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement?. Human resource development quarterly, 25(2), 155-182. https://onlinelibrary.wiley.com/doi/abs/10.1002/hrdq.21187
Singh, S. K., Burgess, T. F., Heap, J., & Al Mehrzi, N. (2016). Competing through employee engagement: a proposed framework. International Journal of Productivity and Performance Management. https://www.emerald.com/insight/content/doi/10.1108/IJPPM-02-2016-0037/full/html
Wang, D. S., & Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and employee engagement. Social Behavior and Personality: an international journal, 41(4), 613-624. https://www.ingentaconnect.com/content/sbp/sbp/2013/00000041/00000004/art00009
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