Dissertation on employee engagement

The dependent variable in this study is employee engagement, whereas the independent variables are employee development, rewards and recognition; organisational leadership and planning; organisation culture and communications; employee job role and employee work ee development, rewards and sational leadership and sation culture and ee work 2. Maslach et al (2001) stated that job involvement doesn't include energy and effectiveness components of employee r related construct of employee engagement is organisational citizenship behaviour (ocb) which got several researches on it (lee & allen, 2002).

Employee engagement dissertation

They stated in their model regarding engagement as a reasonable process which is tracked by commitment and trust so called attitude. Further analysis was conducted to find out the predictability of engagement on organisational and individual outcomes.

Happy: developing employee engagement to deliver competitive ized that financial reward is no longer a benefit that only promotes engagement in employees but self actualisation need is playing an important role in today's stic managers & their influence on productivity & employee engagement in a technology igated whether teams are more engaged and productive when led by optimistic manager. In order to measure the employee engagement in an organisation, surveys are the best method to find out employees' perceptions and attitudes towards the organisation.

Little and little (2006) found that ocb resulted from job satisfaction and organisational commitment and is comparable to engagement definitions of being willing to go for the extra mile. This made the employees to feel less committed to the organisational goals as they feel that they can no longer continue in the organisation until they retire which ultimately leads to the less employee (1990) reported that employees feel more engaged to the work most of the time if they receive some benefits in the form of external rewards and jobs that are focused more on the core job characteristics which will provide employees to bring themselves more into the work or to become more engaged.

There are many other consultancies that declare to improve employee engagement in an organisation and all the major ones provide their own measurement tools that recognize employee engagement drivers (bakker & schaufeli, 2008). Et al (2009) defined employee engagement as “engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organisation.

There are several others who developed their own measure of employee engagement and saks (2006) can be considered as the one. Employee job role and employee engagement:H0 = there is no significance relationship between employee job role and employee engagement in creativemine.

Et al (2001) declared that engagement is being shaped by energy, efficacy and involvement whereas kahn (1990) declared that a person can be engaged psychologically, emotionally and cognitively in a role. Highly engaged employee always provide an output beyond expectations and during a research on employee engagement, harter et al (2002) found that one in five employees agree that they have an opportunity to do what they do best every day.

Employee engagement is said to be a fair process with justification and clearness of expectations. It has been highlighted by the corporate leadership council (2004) that highly engaged employees perform 20% more than those employees with average engagement levels.

There should be a link between employee engagement and leadership which acts as the best source for success (townsend & gebhardt, 2008). Engagement can be measured by the help of the utrecht work engagement scale which comprises of three subdivisions: vigor, absorption and dedication (schaufeli & bakker, 2003; uwes; schaufeli et al.

Clampitt (2005) felt that employees better understand their role if they are better communicated and contribute to the success of an organisation. From this study, one can say clearly that employees should be communicated effectively about the changes that are to be made in the organisation well in advance to avoid confusion among employees.

Mowday et al (1979) stated an example for commitment related behaviours as “behaviours that exceed formal or normative expectations” which is almost too similar to employee engagement definition “going the extra mile”. Apart from these, gallup organisation provided a measure for employee engagement which is called gallup workplace audit (gwa) (little & little, 2006).

Saks (2006) stated that job involvement is something where an individual involves and performs in their job roles whilst employee engagement is something which involves not only cognitions but also behaviours and emotions. Mentioned different types of research on employee engagement have made a connection of this construct to productivity, customer satisfaction and employee retention (endres & mancheno-smoak, 2008).

But there are some researchers who still felt that employee engagement is a “costly, fluffy distraction” and it is merely a waste of time concept (engen, 2008). Perfect match: decoding employee engagement- part i: engaging cultures and uced the concept of employee engagement and found a connection of environment, leadership, job and individual factors to employee ng engagement through employee igated how the benefits can bring impact on employees and as a whole how the organisations are approaching the employees about the benefits they s that influence employee engagement: a study of celestica malaysia sdn.

But then, employee engagement may sometimes seem to have the fad appearance and sounds somewhat similar like organisational citizenship behaviour and organisational commitment (ibid). The following chapter is focused on the methodology that is carried out throughout the entire research and also the data collection methods and finally the analysis of the tation on defining employee chapter mainly deals with the research problem and provides a review of the work by different authors on this construct.

Employee work environment and employee engagement:H0 = there is no significance relationship between employee work environment and employee engagement in creativemine. But, there is no such research or study that is being undertaken on the employee engagement in an animated and production company like creativemine.