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1Employee Engagement and Commitment: A guide to understanding, measuring and increasing engagement in your organization. Robert J. Vance, Ph.D; SHRM Foundation’s Effective Practice Guidelines. 2006. SHRM Foundation. Employee Engagement: Key IngredientsEmployee engagement includes several ingredients for which researchers have developed measurement techniques. These ingredients include the degree to which employees fully occupy themselves in their work, as well as the strength of their commitment of the employer.Occupying the Job: There are degrees to which an individual “occupies” a job role. In the personal engagement perspective, individuals fully occupy themselves physically, intellectually and emotionally in their work role. At the personal disengagement end, they uncouple themselves and withdraw from the role (Psychologist William Kahn, 1990).How Do Individuals Become personally engaged in their work activities?Committing to the Work and the Company: Commitment can be defined as both a willingness to persist in a course of action and reluctance to change plans, often owing to a sense of obligation to stay the course. Commitment manifests itself in distinct behavior:People devote time and energy to fulfill job responsibilities as well as their family, personal, community and spiritual obligations.People experience and emotional component-Expressing positive feelings toward an entity or individual to whom they have made a commitment. People experience a rational element –they consciously decide to make commitments, then thoughtfully plan and carry out the actions required to fulfill them.Expectation of Reciprocation –Psychological Contract of Employment.: People expect an exchange for their commitment, assuming they will get something a return in value –such as favors, affection, gifts, attention, goods, money and / or property. Employers have made a tacit agreement: In exchange for worker’s commitment, organizations would provide forms of value for employees, such as secure jobs and fair compensation. When an entity or individual to whom someone has made a commitment fails to come through with the expected exchange, the commitment erodes. Restructuring and reductions in staff have meant reductions in staff and layers of management. Although these actions have been deemed necessary ( to compete, budgetary restraints), these changes have broken the traditional psychological contract of employment. This has led to a feeling of less commitment from some employees. Thishas led to10 common themes for reviving employee commitment.
210 Common Themes: How Companies Measure Engagement: Pride in employerSatisfaction with employerJob satisfactionOpportunity to perform well at challenging workRecognition and positive feedback for one’s contributionsPersonal support from one’s supervisorEffort above and beyond the minimumUnderstanding the link between one’s job and the organization’s missionProspects for future growth with one’s employerIntention to stay with one’s employerFigure 1: Employer Practices Ultimately Influence Business ResultsHow does an engaged workforce generate valuable business results for an organization? The process starts with employer practices such as job and task design, recruitment, selection, training, compensation, performance management and career development.Such practices affect employees’ levels of engagement as well as job performance. Performance and engagement then interact to produce business results. Job PerformanceEmployer PracticesBusiness ResultsEmployee Engagement and Commitment