Levels of Employee Engagement

Employee engagement is the level of interest and investment that workers have in working for your firm (Motyka, 2018). Employees that are passionate about the company's objective will work harder for you. They are also more productive since they are naturally driven by the work rather than the remuneration (Motyka, 2018). Several factors can influence how attached people are to their workplace. These include resources, opportunity, people, and corporate culture, among other things.

There are three levels of employee engagement as below:

1. Actively engaged 

Employees who are actively engaged are productive, passionate workers who are dedicated to the company's purpose and their individual tasks (Pugh & Dietz, 2008). These personnel actively contribute to the organization by putting up their utmost effort and ability (Pugh & Dietz, 2008). They also demonstrate initiative, enthusiasm, creativity, optimism, loyalty, resilience, and a strong work ethic.

2. Not engaged

This amount of involvement may be considered the middle ground. Employees that are not engaged are apathetic or neutral toward their employment and companies (Gupta et al, 2019). They will just perform what is asked of them and nothing more. These personnel will not actively contribute to the growth of the organization (Gupta et al, 2019). They will also not be proactive in fixing it. Instead, they go through the motions without striving to improve or work harder. Most of the time, their occupations are something they do for eight hours a day only to be paid.

3. Actively disengaged

Finally, intentionally disengaged employees are not the greatest and most productive employees. They're dissatisfied, cynical, and resentful of their company and their job (Dandona, 2016). They could even disrupt its success for fun.

There are several methods for gauging employee engagement. For example, you may perform a survey or questionnaire in which you ask workers about their attitudes about work, preferences, and relationships (Abu Daqar & Smoudy, 2019). Employee engagement does not have to be tough to increase. You might, for example, organize a team-building retreat. Employees benefit from retreats by learning more about themselves and their coworkers (Abu Daqar & Smoudy, 2019). Because every firm is distinct and every employee is unique, you should arrange your team-building retreat accordingly (Pugh & Dietz, 2008).

 

List of references

 

Abu Daqar, M., & Smoudy, A. (2019). Employee Engagement Level: The Transform from Employee to Partner. Modern Applied Science. 13, pp 115-134.

Dandona, A. (2016). Employee Engagement: A Key to Maximize Organizational Performance. International Journal of Educational Research. 5, pp 266-280.

Gupta, A., & Tandon, A., & Barman, D. (2019). Employee Engagement Evolution, Approaches and Perspectives, pp 12-78.

Motyka, B. (2018). Employee engagement and performance: a systematic literature review. International Journal of Management and Economics. 54, pp 227-244.

Pugh, S., & Dietz, J. (2008). Employee Engagement at the Organizational Level of Analysis. Industrial and Organizational Psychology. 1, pp 44-47.