Influence of Organizational Culture on Employee Engagement
Review of literature
The literature on employee engagement builds on earlier research and discussion on issues of commitment and organizational citizenship behavior (OCB), but means more than what these terms encapsulate. The defining distinction is that employee engagement is a two-way interaction between the employee and the employer, whereas the earlier focus tended to view the issues from only the employee’s point of view.
Definitions of engagement ,or characteristics of an engaged workforce, focus on motivation, satisfaction ,commitment , finding meaning at work, pride and advocacy of the organization (in terms of advocating/recommending either the products or services of the organization, or as a place to work ).additionally , having some connection to the organization’s overall strategy and objectives and both wanting and being able to work to achieve them, are key elements of engagement. A recurring theme in the literature is the idea that engagement involves workers ‘going the extra mile’ , and exerting discretionary effort over what is normally expected.
An organization’s productivity is measured not in terms of employee satisfaction but in terms of employee engagement . employees are said to be engaged when they show a positive attitude towards the engagement and express a commitment to remain with the organization. It is the level of commitment and involvement an employee has towards the organization and its values. An engaged employee is aware of the business context and works with colleagues to improve performance within the job for the benefit of the organization.
Employee engagement
1. csikszentmihalyi (1975) studied the effect of engagement in organizational behavior is the notion of flow. He defines ‘flow’ as the holistic sensation that people feel when they act with total involvement. Flow ii the state in which there is little distinction between the self and environment . when individuals are in flow state little
The literature on employee engagement builds on earlier research and discussion on issues of commitment and organizational citizenship behavior (OCB), but means more than what these terms encapsulate. The defining distinction is that employee engagement is a two-way interaction between the employee and the employer, whereas the earlier focus tended to view the issues from only the employee’s point of view.
Definitions of engagement ,or characteristics of an engaged workforce, focus on motivation, satisfaction ,commitment , finding meaning at work, pride and advocacy of the organization (in terms of advocating/recommending either the products or services of the organization, or as a place to work ).additionally , having some connection to the organization’s overall strategy and objectives and both wanting and being able to work to achieve them, are key elements of engagement. A recurring theme in the literature is the idea that engagement involves workers ‘going the extra mile’ , and exerting discretionary effort over what is normally expected.
An organization’s productivity is measured not in terms of employee satisfaction but in terms of employee engagement . employees are said to be engaged when they show a positive attitude towards the engagement and express a commitment to remain with the organization. It is the level of commitment and involvement an employee has towards the organization and its values. An engaged employee is aware of the business context and works with colleagues to improve performance within the job for the benefit of the organization.
Employee engagement
1. csikszentmihalyi (1975) studied the effect of engagement in organizational behavior is the notion of flow. He defines ‘flow’ as the holistic sensation that people feel when they act with total involvement. Flow ii the state in which there is little distinction between the self and environment . when individuals are in flow state little