What is employee engagement? The concept of employee engagement was first described by William Kahn in 1990 in the academic literature. He described it as “the harnessing of organization members’ selves to their work roles: in engagement, people employ and express themselves physically, cognitively, emotionally and mentally during role performances”. So it can be very well said that employee engagement is the link between the organisation and its employees. It can also be implied that it is the
Literature Review Organizations try their best to maintain a balance between employee commitment & performance of the organization. Every organization have come up with its rewards & recognition policies which helps the employee to boost their morale & keeping them passionate & their self esteem higher. Oosthuizen (2001) stated that it is duty of managers to motivate the employees successfully and influence their behavior to achieve greater organizational efficiency. La Motta (1995) is of the view
of the paper is to clarify the concept of employee engagement with respect to business, consultancy, and academia. Moreover, the paper will explain the levels of employee engagement that can be measured and improved. Furthermore, the last part of the paper will design a survey questionnaire for organisations with high-performance working (HPW) achievements to effectively measure the level of employee engagement. Discussion Task One: Literature review The company management (in close collaboration
1. Introduction Workplace spirituality and employee engagement have been topics of interest for both academicians and practitioners for the past two decades. This increased attention has been a result of many factors such as emerging ethical concerns, enlightened leadership theories, emphasis on the higher order needs of the employee, employees’ quest for meaningful work, an attitudinal shift toward wholeness and empowerment etc. Workplace spirituality though initially seen as a passing fad is
II. LITERATURE REVIEW - This section reviews the literature available on turnover and retention of employees. Many papers like Samuel and Chipunza (2009), Stovel and Bontis (2002), Ramlal (2003), Ramlal (2004) Abassi and Hollman (2000), Singhapakdi and Vitell (2007), indicate that companies has to work hard to decrease staff turnover and retain qualified employees. 3.1 Turnover theories and its causes to an organization. Stovel and Bontis (2002) define two types of staff turnover. The
required. Adding on, as the management shares a positive relationship towards the internal auditing, it also can create threats to the internal auditors. Such risks may include management not giving fair financial reports for accountability. Management employee sharing friendly relationship with auditors can team up and play with the figures and report which possibly can create a loss in the
Combining the twin dimensions of employer attractiveness and person-organization fit, the literature review reveals that it is essential for the employer brand to convey a sense of ownership to the employee. When an employee lives the brand and owns it, he/she is said to be comfortable with the organization and this is also when we observe the highest levels of commitment and loyalty amongst the employee base (Minnesh,
Internship Report on An Analysis of Employee Engagement by PRATHIBHA M P USN: 4GM13MBA36 Submitted to VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI In partial fulfillment of the requirements for the Award of the Degree of MASTER OF BUSINESS ADMINISTRATION Under the guidance of INTERNAL GUIDE EXTERNAL GUIDE Mr. Madhusudana V S Mr. Dhananjaya K H Asst. Prof., Dept. of MBA Manager HR GM Institute of Technology Infiniti Retail Ltd Davangere Bengaluru Department of MBA GM Institute of Technology Post
organization and their imperativeness toward the organizations activities. When achieving organization’s goals employees’ contribution is essential. Employee contribution toward a stable organization, could not be achieved overnight. Hence the employees should be mold according to the culture of the organization. Gradual development of the employee
A psychological contract is an unsaid, unwritten contract that refers to the mutual expectations that exist between the employer and employee (Rousseau, 1989). The Psychological Contracts play an essential role in understating employee behavior as well as the employee-employer relationship. According to Rousseau (1989), there are essentially two types of psychological contracts. A transactional psychological contract is based on the exchange of extrinsic factors and its short-termed (De Cuyper &