Engagement Strategies Are Desirable For Organizations And Employees Essay

Engagement Strategies Are Desirable For Organizations And Employees - Essay Example The engagement strategies imply the creation of opportunities for employees to have a connection with their colleagues, managers and the wider organization. It involves the creation of an environment where employees are motivated to want to connect with their work and really care about doing a good job (Macleod, 2009, p. 9). Macleod (2009, p. 9), continues to say that engagement is a concept that places flexibility, change and continuous improvement at the heart of what it means to be an employee and an employer, especially in a twenty-first-century workplace. According to Dulham, Knight & Locke (1997, p.210) and Bratton& Gold (2007), the process of engagement is an active one that involves active participation by both parties in a certain undertaking. It is a process where different parties feel compelled by their own motivation to either participate partially or fully towards the attainment of certain general objectives. Clarke (1996, p. 190) states that employee engagement describ es the actual involvement of people at all levels in positive two-way dialogue and action to deliver the highest quality services and create great places to work – where people find their work meaningful and are willing to work together for clients, their colleagues and the future success of their organization. A typical case study drawn from the MacLeod report (2003) shows that a company, Tower Perrins-ISR conducted a survey globally in 2006. Opinions of more than 664,000 employees in 50 companies were analyzed.... It involves the creation of an environment where employees are motivated to want to connect with their work and really care about doing a good job (Macleod, 2009, p. 9). Macleod (2009, p. 9), continues to say that engagement is a concept that places flexibility, change and continuous improvement at the heart of what it means to be an employee and an employer especially in a twenty-first century workplace. According to Dulham, Knight & Locke (1997, p.210) and Bratton& Gold (2007), the process of engagement is an active one that involves active participation by both parties in a certain undertaking. It is a process where different parties feel compelled by their own motivation to either participate partially or fully towards the attainment of certain general objectives. Clarke (1996, p. 190) states that employee engagement describes the actual involvement of people at all levels in positive two-way dialogue and action to deliver the highest quality services and create great places to w ork – where people find their work meaningful and are willing to work together for clients, their colleagues and the future success of their organization. According to CIPD, engagement occurs on two levels, that is the Emotional engagement which implies the emotional attachment that that the employees have to one or more aspects of their work a and transactional engagement which relates to happiness to exhibit the behaviour of engagement but void of commitment to the job or the organisation and willingness to leave if a better offer appears elsewhere (Torrington, et al 2011). A typical case study drawn from the MacLeod report (2003) shows that a company, Tower Perrins-ISR conducted a survey globally in 2006. Opinions of more than