V Engagement at was conceptualised by kahn in 1990.

V Level of commitment and involvement an employee in

an organisation.
V Aware of business context and improve efficiency of a
business.
V It requires two-way relationship between employee
and employer.
V According to global studies there are three
aspects:
V The employees and their own unique
psychological makeup and experience.
V The employers and their ability to create the
conditions that promote employee
engagement.
V Interaction between employees at all levels.
 According to Gallup the Consulting
Organisation there are three different kinds of
people:-

! Engaged
! Not engaged
! Actively disengaged

Engaged employees are builders. They want to
know the desired expectations for their role so
they meet and exceed them. They are naturally
curious about their company and their place in
it. They perform at consistently high levels.
They want to use their talents and strengths at
work every day. They work with passion and
they drive innovation and move their
organization forward

O

  

 

 
  



  and outcomes they are
expected to accomplish. They want to be told
what to do just so they can do it and say they
have finished. They focus on accomplishing
tasks vs. achieving an outcome. Employees
who are 




 

  are being overlooked, and their
potential is not being tapped.

The "
 
  

 They're "Consistently against
Virtually Everything.

They're not just unhappy at work; they're busy

acting out their unhappiness .They sow seeds
of negativity at every opportunity.
! It use to cultivate.

! Alioenation is central to the problem of

worker·s lack of commitment and motivation.

! Different resourses of engagement like

involvement and enthusiasm has linked.
! Engaged employees will stay with the company, be an
advocate of the company and its products and services, and
contribute to bottom line business success.

! They will normally perform better and are more motivated.

! There is a significant link between employee engagement and

profitability.

! There is a significant link between employee engagement and

profitability.
! It builds passion, commitment and alignment
with the organization·s strategies
and goals
! Creates a sense of loyalty in a competitive
environment
! Provides a high-energy working environment
! Boosts business growth
! Makes the employees effective brand
ambassadors for the company
j ARED VIjION EN ANCEj EMPLOYEE
MANAGEMENT
! Organisations fail to use the talent avoilable to
the fullest extent.
! There is a short of creating a work culture
which stimulates people to give their best.
! Top leadership must make efforts to engage
people not only with their mindas well as
heart.

Vision statements and values do exist.

Let the people realize how they can

meaningfully contribute towards their goals.

Employee engagement is crucial to achieve

productivity and profitability.

Without engagement ,organizations can not

hope to retain their best talent.

Its not remain stable at particular level.

jeveral factors influence it so it keeps

fluctuating.

Emotional engagement of employees can be

best achieved through alignment of social
values.

Organisations should not have only a sound

economic mission that endeavours to produce
financial benefits to the employees.
 jocial responsibility initiatives often get
positive response from the employees. While
creation and communication of values and
vision has a big impact on the development of
employee engagement, another key factor that
helps to sustain it is alignment of leadership
behaviours with these values. To gain
employee trust and engagement organizations
should see that their leader behaviours match
with written values and vision statements and
the communications around those.
 It is important for leaders to walk the talk.
They should establish trust through the
organizations on the basis of their personal
creditability and integrity. In recent times
there have been several instances where leaders
have acted questionably in organizations
across the globe.
 This has an adverse impact on employee trust
level and also severely damages their
engagement.

jhared vision and shared values help the
leadership and employees of an organization to
focus on the company·s strategic goals and
also learn the way they are expected to work
to reach those goals. When employee and
organizational values match, talent utilization
soars to a new high.