Drivers of Employment Engagement

 

To promote employee engagement, it is critical to understand what inspires and pushes workers to be personally committed in their job. However, there are no uniform motivators of employee engagement (Khodakarami & Dirani, 2020). They can differ between organizations and even between various groups of employees within the same business. Drivers can also alter over time or as a result of outside influences (Khodakarami & Dirani, 2020).

The beliefs and practices that create an organization's culture and represent how things are done here are referred to as its culture (Nazneen & Mehmood, 2019). Culture has a significant impact on employee engagement motivations and levels, and both engagement and culture are impacted by the organization's current leadership and management methods (Nazneen & Mehmood, 2019).

If you ask managers in two different sectors what promotes employee engagement, you can get two entirely different lists (Darwin, 2018). For example, an employee in a nonprofit may require meaningful work that is linked to community goals in order to be engaged. An autoworker, on the other hand, may prioritize workplace safety and connections with coworkers. The precise work role of an individual might have a significant influence on what inspires them. Meaningful work is incentive in and of itself for certain employees (Bedarkar & Pandita, 2014). The meaning of work is unique to each individual and can be difficult to quantify, but it is an important aspect of motivating people to do their best job. Employees that are intrinsically driven by their work believe they are contributing to the greater good or assisting in the achievement of broader aims.

Another aspect that adds to employee engagement is career objectives and progress toward them. Different elements may drive an individual depending on where they are in their career (Popli & Rizvi, 2016). Employees in their early phases of their careers, for example, may emphasize competitive salaries and excellent leaders who assist them enhance their abilities (Bedarkar & Pandita, 2014). More experienced employees may value excellent relationships with coworkers or flexible work arrangements that fit their schedules. Employees with previous experience in different companies or sectors may be more motivated by connections, work culture, and autonomy than their colleagues (Bedarkar & Pandita, 2014).

Person engagement drivers differ from organization to organization and from employee to employee based on a variety of factors. Drivers vary with time, as do management, culture, and external forces (Darwin, 2018). A people success platform is a proactive technique to gather ongoing employee input that allows you to assess, monitor, and act to enhance employee engagement.

List of references

Bedarkar, M., & Pandita, D. (2014). A Study on the Drivers of Employee Engagement Impacting Employee Performance. Procedia - Social and Behavioral Sciences. 133, pp 106–115.

Darwin, J. (2018). Drivers of Employee Engagement and Innovation in Information Technology Industry. Journal of Business and Management. 20, pp 38-46.

Khodakarami, N., & Dirani, K. (2020). Drivers of employee engagement: differences by work area and gender. Industrial and Commercial Training, pp 55-78.

Nazneen, D., & Mehmood, K. (2019). A Study on the Drivers of Employee Engagement and its Relationship with Employee Performance. South Asian Journal of Management Sciences. 13, pp 172-190.

Popli, S., & Rizvi, I. (2016). Drivers of Employee Engagement: The Role of Leadership Style. Global Business Review. 17, pp 45-78.