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Exploring Employee Engagement—A Way to Better Business Performance

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Listed:
  • Neha Gupta
  • Vandna Sharma

Abstract

There is an unprecedented change in the job description as well as workforce diversity due to globalization of organizations. Employee engagement has emerged as an important management-focused activity in order to compete and perform in a dynamic and competitive environment, having linkage with the organization’s goals and objectives. This article aims to provide an exploratory study on employee engagement, its concepts and definitions as evolved through recent times, factors or drivers affecting it, its measures and importance for better business outcomes. The methodology used for this study includes selected literature reviews on employee engagement. Employee engagement is found to be a continuous process and is highly organization specific. There is no clear and widely accepted definition of employee engagement; however, it is found to be an integration of different behavioural components, such as commitment, involvement, attachment, discretionary effort, energy, positive attitude and psychological presence, that leads the employee potential into employee performance which is positively linked with organization success.

Suggested Citation

  • Neha Gupta & Vandna Sharma, 2016. "Exploring Employee Engagement—A Way to Better Business Performance," Global Business Review, International Management Institute, vol. 17(3_suppl), pages 45-63, June.
    • Handle: RePEc:sae:globus:v:17:y:2016:i:3_suppl:p:45s-63s
    DOI: 10.1177/0972150916631082
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    References listed on IDEAS

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    1. Wilmar Schaufeli & Marisa Salanova & Vicente González-romá & Arnold Bakker, 2002. "The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach," Journal of Happiness Studies, Springer, vol. 3(1), pages 71-92, March.
    2. Macey, William H. & Schneider, Benjamin, 2008. "The Meaning of Employee Engagement," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 3-30, March.
    3. Graen, George B., 2008. "Enriched Engagement Through Assistance to Systems’ Change: A Proposal," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 74-75, March.
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    Cited by:

    1. Hendrik Gomar Sinaga & Moch. Asmawi & R. Madhakomala & Adji Suratman, 2018. "Effect of Change in Management, Organizational Culture and Transformational Leadership on Employee Performance PT. AdhyaTirta Batam (PT. ATB)," International Review of Management and Marketing, Econjournals, vol. 8(6), pages 15-23.
    2. Subaebasni Subaebasni & Henny Risnawaty & A.R. Arie Wicaksono, 2019. "Effect of Brand Image, the Quality and Price on Customer Satisfaction and Implications for Customer Loyalty PT Strait Liner Express in Jakarta," International Review of Management and Marketing, Econjournals, vol. 9(1), pages 90-97.
    3. Dwi Sihono Raharjo & Sulistiasih Sulistiasih, 2019. "The Model of Manufacturing Industries Employee Performance," International Review of Management and Marketing, Econjournals, vol. 9(5), pages 82-86.
    4. April Gunawan & Larsen Barsa & Hotman Tua, 2018. "Determinant of Lecturers Work Satisfaction and Implication on Lecturers Performance at Maritime Higher Education in DKI Jakarta," International Review of Management and Marketing, Econjournals, vol. 8(4), pages 14-23.
    5. Meswantri Meswantri & Awaludin Ilyas, 2018. "Determinant of Employee Engagement and Its Implications on Employee Performance," International Review of Management and Marketing, Econjournals, vol. 8(3), pages 36-44.
    6. Larsen Barasa & April Gunawan & Bambang Sumali, 2018. "Determinants of Job Satisfaction and it’s Implication on Employee Performance of Port Enterprises in DKI Jakarta," International Review of Management and Marketing, Econjournals, vol. 8(5), pages 43-49.

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