Capable employees contribute to a company's good performance; thus, employee performance is important for the company to achieve its goals because good performance results in a higher output (Siswanto et al, 2021). Employees are the company's important assets, so special consideration is required to maintain loyalty and reduce the desire to leave voluntarily. As a result, a company or organization must pay more attention to its employees (Hermawan et al, 2020).
To survive and grow in the face of rapid business development and intense competition, the company must effectively manage its human resources and encourage employees to maintain their high commitment and strong engagement with the company (Mariza, 2016). A company's performance will improve if it has good human resources and good employee effectiveness; thus, the company must be able to see the success of employee productivity (Paais and Pattiruhu, 2020).
Employee engagement and motivation are critical for an organization because employees are the driving force behind the development and achievement of the organization's goals and objectives (Aguenza and Som, 2012). Such motivation and engagement must be generated by effective leadership with clear managerial concepts to influence employee behaviour and accelerate the company to success (Mariza, 2016).
Every employee must be constantly motivated throughout their tenure with the organization. Employees must be encouraged to give their all to the organization. Employees must be made to feel comfortable for them to devote their full attention to achieving both organizational and personal goals (Mohanan et al, 2012). Work motivation will also have a significant impact on the operation of the company. As a result, when employees are highly motivated at work, the company will expect them to work harder to increase productivity (Siswanto et al, 2021).
Employee motivation and engagement are critical sources of high performance in companies (Kwenin et al, 2013). Employees can be motivated to work harder to help the company meet its objectives (Veithzal, 2004). Employee motivation can be derived from both internal (intrinsic) and external (extrinsic) organizational values (Zamer, et. al., 2014). Extrinsic Motivation is the behaviour that is exerted when performing an activity to earn a reward, whereas Intrinsic Motivation is the behaviour that is exerted when performing an activity for an inner desire rather than the external desire of getting a reward or any benefits (Evangeline and Ragavan, 2016).
Employee engagement is now regarded as a significant source of competitive advantage in these difficult times (Tampubolon, 2016). Employee engagement is defined as the amount of energy, effort, and initiative brought to their jobs. Motivating employees to go above and beyond in the workplace is also important. Thus, it is about motivating employees to be enthusiastic about their work and recognizing the organization as more than just a place to earn money (Mohanan et al, 2012).
Organizations and employees rely on one another to achieve their goals and objectives. As a result, employee engagement should not be viewed as a one-time event, but rather as an essential component of the company's culture. Employee engagement should be a never-ending cycle of learning, improvement, and action (Tampubolon, 2016). Employees who are highly engaged tend to perform well because they have positive feelings and do not make their work struggle (Siswanto et al, 2021).
Improving employee engagement can boost productivity and profitability while lowering absenteeism and turnover (Mohanan et al, 2012). Companies that benefited from increased motivation and engagement are listed below.
Figure 1.0 Reaping Business Results at Caterpillar
(Source: Vance, 2006)
Figure 2.0 Engagement Pays Off at Molson Coors Brewing Company
(Source: Vance, 2006)
Video 1.0 is about employee engagement and motivation. This video describing the key details.
Video 1.0 Employee engagement and motivation
(Source: GreggU, 2019)
Aguenza, B. B, and Som, A. P. M. (2012) Motivational Factors of Employee Retention and Engagement in Organizations. International Journal of Advances in Management and Economics, 1(6), [online]. Available at https://www.managementjournal.info/index.php/IJAME/article/viewFile/233/222. [Accessed on 12th November 2021].
Evangeline, E. T. and Ragavan, V. P. G. (2016) Organisational Culture and Motivation as Instigators for Employee Engagement. Indian Journal of Science and Technology, 9(2), [online]. Available at https://indjst.org/articles/organisational-culture-and-motivation-as-instigators-for-employee-engagement. [Accessed on 12th November 2021].
GreggU, (2019) Employee Engagement and Motivation. [online video]. Available at https://www.youtube.com/watch?v=e80xC8EFxco [Accessed on 28th November 2021].
Hermawan, H., Thamrin, H. M. and Susilo, P. (2020) “Organizational Citizenship Behavior and Performance: The Role of Employee Engagement,” The Journal of Asian Finance, Economics and Business, 7(12), [online]. Available at http://koreascience.or.kr/article/JAKO202034651879541.page. [Accessed on 13th November 2021].
Kwenin, D. O., Muathe, S. and Nzulwa, R. (2013) The influence of employee rewards, human resourse policies and job satisfaction on the retention of employees in vodafone ghana limited. European Journal of Business and Management, 5(12), [online]. Available at https://www.iiste.org/Journals/index.php/EJBM/article/view/5812/5879. [Accessed on 12th November 2021].
Mariza, I. (2016) The impact of employees’ motivation and engagement on employees’ performance of manufacturing companies in jakarta indonesia. I J A B E R, 14(15), [online]. Available at https://www.researchgate.net/publication/316188621_The_impact_of_employees%27_motivation_and_engagement_on_employees%27_performance_of_manufacturing_companies_in_Jakarta_Indonesia. [Accessed on 12th November 2021].
Mohanan, M., Sequeira, A. H. and Kumar, M. S. S. (2012) Employee Engagement and Motivation: A Case Study. SSRN Electronic Journal, [online]. Available at https://www.researchgate.net/publication/256027874_Employee_Engagement_and_Motivation_A_Case_Study. [Accessed on 12th November 2021].
Paais, M. and Pattiruhu, J. R. (2020) “Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance,” The Journal of Asian Finance, Economics and Business, 7(8), [online]. Available at http://koreascience.or.kr/article/JAKO202026061031735.page. [Accessed on 13th November 2021].
Siswanto, S., Maulidiyah, Z. and Masyhuri, M. (2021) Employee Engagement and Motivation as Mediators between the Linkage of Reward with Employee Performance. The Journal of Asian Finance, Economics and Business, 8(2), [online]. Available at https://www.koreascience.kr/article/JAKO202104142230618.view. [Accessed on 12th November 2021].
Tampubolon, H. (2016) The relationship between employee engagement, job motivation, and job satisfaction towards the employee performance. Corporate Ownership & Control, 13(2), [online]. Available at http://www.virtusinterpress.org/IMG/pdf/cocv13i2c2p9.pdf. [Accessed on 12th November 2021].
Vance, R. J. (2006) Employee engagement and commitment. [online] Alexandria: SHRM Foundation. Available at https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/documents/employee-engagement-commitment.pdf. [Accessed on 13th November 2021].
Veithzal, R. (2004) Human Resource Management Company: From Theory to Practice. Jakarta, Indonesia: Grafindo Persada.
Zameer, H., Ali, S., Nisar, W. and Amir, M. (2014) The impact of the motivation on the employee’s performance in beverage industry of Pakistan. International journal of academic in accounting. finance and management sciences, 4(1), [online]. Available at http://dx.doi.org/10.6007/IJARAFMS/v4-i1/630. [Accessed on 12th November 2021].
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ReplyDeleteHi, Janakan. I like to add some point. Many researches have tried to recognize the factors leading to employee engagement and developed models to draw implications for managers in order to determine the drivers that will increase employee engagement level (Kompaso and Sridevi, 2010). A strong manager-employee relationship is a crucial factor in employee engagement and retention formula (Penna, 2007)
ReplyDeleteAgreed, Further organizations and academic scholars are focusing on employee engagement because it predicts productivity, motivation, employee involvement, work performance commitment, and leadership (Baumruk, 2004).
DeleteJanakan, I agree with you. An employee's initial focus should be on the lower order requirements of physiology and security, according to Maslow's theory. In general, a new employee will be concerned with physiological requirements like as adequate compensation and steady income, as well as security requirements such as benefits and a secure workplace (McLeod,2020). We all want to make enough money to support our families and work in a safe environment.
ReplyDeleteAdding to what you have said, everyone benefits when an employee is engaged within the organization. Employees that are engaged contribute to the success of the company. Employees put their skills to good use, cultivate fruitful partnerships, and double their effectiveness as a result of those relationships. They consistently deliver excellent results. Employees help the company grow forward by driving innovation (Allen, 2013).
DeleteWell said Janakan. Engagement is an active agreement to do something for someone. Motivation is the will to do something. Both are critical to creating high performance teams (Ted Skinner,2021).
ReplyDeleteAgreed Upeksha, Employee engagement is still a major factor to consider. Organizations are looking at new ways to keep and grow employee engagement. Organizations face difficulties in recruiting and training personnel; therefore, they must do everything possible to retain them. Organizations must strike the correct balance between encouraging and increasing employee motivation while without compromising their competitive advantage (Knight, 2011).
DeleteInteresting topic to discuss, and i like the additional insights you have provided. it is important to manage the organisational human resources to survive and sustain growth in rapid business development and tight competition. Employee motivation is essential to keep the high commitment and strong engagement (Mariza,2016)
ReplyDeleteThank you. Motivation and engagement must be produced by effective leadership with clear managerial principles in order to impact employee behavior and help the organization achieve success (Bass, 2014).
DeleteAgreed with you Janakan, Motivated employees are engaged with the organization and drive to achieve organizational goals. Plus employee retention level would be high. A situation in which people are committed to their work an the organization and motivated to achieve high levels of performances (Armstrong,2014)
ReplyDeleteAgree with you Manoj. Employees that are motivated and engaged contribute more to organizational productivity and help to maintain a higher level of commitment, which leads to improved customer satisfaction (Mehta and Mehta, 2013).
Delete100% Agreed, Goal setting is absolutely crucial in ensuring motivated and engaged employees. It prevents them from stagnating or falling into habits that will make their work less engaging and challenging for them. Employees with clear, realistic and measurable goals (Allen 2009)
ReplyDeleteThank you Ijaz. According to DDI (2005) to motivate or create a highly engaged workforce, a manager needs do five things: connect activities with strategy; empower; promote and encourage cooperation and collaboration; help employees grow and develop; and, where appropriate, provide support and recognition.
DeleteHi Janakan. Interesting the way that you have been provided good insights of the inter relationship between the employee engagement and the employee motivation. In addition to the above would like to add the levels of the employee engagement process as explained by (Jha and Kumar, 2016). Highly engaged, moderately engaged, barely engaged and disengaged are the four levels of the employee engagement that will impact on the organization to fulfil the ultimate goal, where engaged employees will be an asset for the organization (Evangeline and Ragavan, 2016).
ReplyDeleteThank you for you comment. in addition to your points, According to Luthans and Peterson (2002), Employee engagement has two dimensions: a) cognitive engagement, which means employees are conscious about their mission at work and their role in the organization; and b) emotional or physical engagement, which means employees empathize with others at work and connects with coworkers (Desai, et. al., 2010).
DeleteHi Janakan, Well said, Engagement is an active agreement to do something for someone. Motivation is the will to do something. Both are critical to creating high performance teams, but employee motivation and engagement are two different things and both are critical in building a great team. GreggU, (2019)
ReplyDeleteAgreed, the degree of human potential motivation determines the quality of organizational engagement in the first place. In comparison to individuals and groups with low motivation, individuals and groups with strong motivation can operate more efficiently, with greater originality and responsibility (Trskova, 2016).
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