Impact of Employee Engagement on Employee Motivation

Impact of Employee Engagement on Employee Motivation

Mahrukh Moiz

Sidra Khan

Syeda Anum Fatima Chishti

Moin Uddin Ahmed

Qualitative Research Method

Supervisor: Sir. Iftikhar Chouhadry

IQRA UNIVERSITY AIRPORT CAMPUS

The Effect of Work Environment on Flexible Working Hours, Employee Engagement and Employee
Motivation
 Impact of Employee Engagement on Employee Motivation

LITERATURE REVIEW
Millenials Generations
Based on the book “Millennial Nusantara” composed by Hasanudin Ali and Lilik Purwandi it was expressed that >35% of
Indonesia’s population may be a youthful populace between 15 and 34 a long time. There are individuals who were born around
1980-2000, which we frequently call millenails. It is this youthful gather that has brought almost major changes, counting the
organizations that utilize them. Because it implies that the current condition is that there are 3 generations working within
the organization, the millennial Y era that almost overwhelms the specialists, era X who has occupied strategic positions and
the infant boomer era who are almost at retirement age. Era of Y Millenials lean towards to work for organizations where they
can work with technology, email communication and social media (Zarim and Zaki, 2015).
Employee Engagement
Agreeing to (Muthike, 2016), representative engagement can be defined as the readiness of representatives to
work additional, trust the organization and what they stand for in an exertion to assist the success of the organization.
Companies all inclusive cannot discover a match between benefit, efficiency, and worker association in the office Jain
and Swami (2014), in this manner a few worldwide company
leaders attempt to adjust organizational methodologies with ability strategies in
organizations. Concurring to worker engagement is indeed something that can be measured (Trivellas et al.,
2013). This can be a blend of pride, fulfillment, backing, and maintenance. Employee involvement has been
a point that has been broadly talked about in recent a long time. Be that as it may, there's still uncertainty, since there
are differences of conclusion approximately the factors that are emphatically and negatively related
to worker engagement. Time, put and objects that are inspected can impact the comes about of research. Hewitt
(2015) states that a great company has 1 figure that can be seen, specifically having a tall level of worker engagement
index (High representative engagement), which is characterized by several employee behaviors, among others,
They conversation emphatically almost the organization where they work, they are committed to remaining in the
organization and they feel propelled to apply additional exertion to achieve organizational objectives. The comes
about of the study conducted by Hewitt, (2015) gotten an engagement list of 60% for the average in all countries.

Employee Motivation
There are motivational hypotheses put forward by a few experts Pinder (2014). These hypotheses emphasize
the significance of understanding the components contained within the individual that cause individuals to act in a
certain way. One of the foremost referenced theories of inspiration is the progression of Needs hypothesis proposed
by Abraham Maslow. Maslow views human needs based on a hierarchy of needs from the most
reduced should the most noteworthy needs. The essential human needs recognized by Maslow in order
of significance are as follows: Physiological Needs (fundamental needs), security needs, partner needs or acceptances
(social needs), grant needs (regard needs), and self-actualization. There's a positive relationship between employee
motivation and performance. The higher worker inspiration will add to the employee’s execution (Trivellas, 2013).
Mikkelsen et al., 2017 said that analysts and academicians have viewed motivation as the drive to act in
a particular way.

Work Environment
 Impact of Employee Engagement on Employee Motivation

A comfortable working environment can increment efficiency, because employees can work well, as well because

it should, a work environment that isn't conducive will diminish efficiency and can indeed cause workers not to feel
at domestic and move to other companies that have a more conducive working air. Comfortable and conducive work
environment isn't as it were from the components of work facilities that are satisfied, but from the comfort of
communicating and working with individual group individuals. Helpful offices include, enough space to
work, insides aesthetics of the workspace, lighting effects, consolation with satisfactory ventilation
and discuss circulation, unobtrusive clamor levels, and ergonomic visual and anthropometric
disturbances. Agreeing to Debbie et al. (2014), companies need to make strides and give workplaces that are
conducive to motivating and rousing representatives to work suitably and in a productive environment. Pitaloka and
Sofia (2014) too found that a conducive work environment incorporates a positive impact on work fulfillment and
organizational commitment. Subsequently, in case work fulfillment and organizational commitment can
be accomplished at that point it gets to be a positive source that encourages the soul of representative involvement to
work harder to realize organizational objectives (Cai, 2014).
Flexible Working Hours
In a think about conducted by Abid and Barech (2017), expressing that flexible working hours can be carried out
with commonly beneficial agreements between representatives and administration, this is often intended
to increment representative efficiency and higher organizational profitability. Hashim,
(2017), moreover conducted inquire about on time flexibility to supply openings for representatives to weaken work
life and family life clashes. Compared to nowadays, organizations are under
constant weight to deliver merchandise and administrations, the right quality at the proper cost, and
when clients need it. That implies that other ways of working must be found to make the best utilize of staff and
other assets. Adaptable shapes of work can offer assistance organizations to progress client benefit by satisfied
employees.
THE EFFECT OF QUALITY OF WORK-LIFE AND MOTIVATION ON EMPLOYEE ENGAGEMENT
WITH JOB SATISFACTION AS AN INTERVENING VARIABLE
LITERATURE REVIEW
Employee Engagement
A person representative engagement, fulfillment, and enthusiasm for doing his work could be
a frame of worker engagement (Robbins & Judge, 2007). Can be translated that the worker engagement as a positive
motivational creating by vigor, commitment, and assimilation (Schaufeli, 2002). In an organization to create and
maintain engagement, a two-way relationship is required between administration and employee, (Robinson et al.,
2004). Schaufeli et al., (2002) clarify that there are three dimensions of representative engagement, such as: a) Vigor,
characterized by tall levels of vitality and mental stamina at work, willingness to contribute exertion in
work exertion, tireless and strong.. b) Commitment, characterized by eagerness, motivation, pride, and challenge.
Dedication not as it were incorporates the cognitive measurement, but too the full of feeling dimension
c) Assimilation, characterized by a tall concentration and extraordinary fun with the work, where time
passes rapidly and somebody has trouble isolating from work.

Employee Motivation
 Impact of Employee Engagement on Employee Motivation

The motivation of work is a condition that encourages others to perform tasks in accordance with their functions
within the organization, have the ability to act and react in accomplishing the objectives and targets of the
organization (Bangun, 2012; Siagian, 2004). The reason of giving work inspiration is a support for employees to
a great work and can give great execution for the company. Rivai (2011) states the method of work inspiration is
the readiness to utilize maximal the results of endeavors in accomplishing company objectives with
the purposeful of fulfilling a few personal needs. The require must moreover be reliable and reliable with the
objectives of the company. Fulfilling the wants of the less will make whole between workers, administration, and top
management.
In this investigate utilized marker from inquire about Tremblay et al. (2009) is intrinsic motivation as a movement for
self-interest since everybody will discover their possess exercises and satisfying for it. Whereas outward inspiration is
doing the movement since of an reason. There are different sorts of outward inspirations that can be controlled
relative by outside factors, such as self-regulation through the objectives and values of the people gotten.
Work Environment
When people conversation around worker states of mind, it implies a job satisfaction. Work fulfillment could be
a positive feeling approximately an individual work that's the result of a performance assessment (Robbins & Judge,
2007). With work fulfillment, a representative can feel his work is fun or not to work (Bangun,
2012). Numerous components that influence representative job satisfaction, not as it were almost compensation, but
there are variables related to the work itself, such as relationships with best administration and worker, working
conditions, and regulations. In this think about, the pointers and things to be utilized for
measuring work fulfillment allude to research conducted by Closon et al. (2015) such as the work itself, the work
environment, working connections with colleagues, and supervision. The affect that will be seen in the event that an
employee is fulfilled in working is more profitable, have a tall devotion, and will be more involved
in accomplishing company objective.
Effective Employee Engagement in the Workplace:

Literature Review

The current state of knowledge about engagement at work through a review of the literature. This review highlighted
the four lines of engagement research and focuses on the determinants and consequences of engagement at work.
Some of the literature on Employee engagement, explore work-place culture & work-life balance policies & practices
followed in industries in order to promote employee engagement in their organizations to increase their employees’
productivity and retain them. Work-life balance is key driver of employees’ satisfaction. The need for such employees
and how their presence can improve the progress and work efficiency of the organization as a whole .Also focused on
the challenges faced by the HR managers to improve employee engagement for an organization’s survival. The
importance of employee communication on the success of a business. That an organization should realize the
importance of employees, more than any other variable, as the most powerful contributor to an organization’s
competitive position. Focused on various factors which lead to employee engagement and what should company do to
make the employees engaged. Proper attention on engagement strategies will increase the organizational effectiveness
in terms of higher productivity, profits, quality, customer satisfaction, employee retention and increased adaptability.

One of the first challenges presented by the literature is the lack of a definition of employee engagement. Employee
engagement as “the harnessing of organization members’ selves to their work roles; in engagement, people employ
and express themselves physically, cognitively, and emotionally during role performances”. The cognitive aspect of
 Impact of Employee Engagement on Employee Motivation

employee engagement concerns employees’ beliefs about the organization, its leaders and working conditions. The
emotional aspect concerns how employees feel about each of those three factors and whether they have positive or
negative attitudes toward the organization and its leaders. The physical aspect of employee engagement concerns the
physical energies exerted by individuals to accomplish their roles engagement means to be psychologically as well as
physically present when occupying and performing an organizational role.

Effective Employee Engagement in the Workplace:

Literature review:
Employee Engagement:
Employee engagement is critical to any organization. Deci and Ryan conducted the most influential study on
employee engagement in 1985 (Berens, 2013). Deci and Ryan (1985) expanded on early work by differentiating
between intrinsic and extrinsic motivation. Competence, autonomy, and psychological relatedness which are
psychological needs, motivate the individual to initiate behavior essential for psychological health and well-being of
an individual and if satisfied may lead to optimal function and growth (Deci & Ryan, 1985). The basic needs of
satisfaction have been found to directly relate to dedication of employees (Vandenabeele, 2014).
Dedicated and meaningful work enables employees to realize how valuable they are within the organization and
makes them engaged. Bolman and Deal (2014) suggested there is an opportunity for employees’ autonomy when SDT
is leveraged, and furthermore, employees can influence those around them. This influence transcends to the benefits
of intrinsic rewards. Meaningful work will allow for an increase in employees’ participation; however, it does not
guarantee that the employee will be engaged. The need for autonomy, intrinsic rewards, and influence are required to
achieve employee engagement (Bolman & Deal, 2014).
Employee motivation is attributed to the concepts of the SDT. La Guardia (2009) suggested that psychological needs
form a sense of development of identity by intrinsic motivation, which results in the outcomes of interest and
engagement. Using potentials and commitment can influence an individual’s value, behavior, and goals, which are
healthy factors for an individual’s identity (La Guardia, 2009). Fullagar and Mills (2008) found a significant
relationship between intrinsic motivation and flow experiences. Flow is the holistic sensation that employees feel
when they are totally engaged within their work (Fullagar & Mills, 2008). The relationship between intrinsic
motivation and flow supports considering engagement as the psychological need of autonomy.
Assessing demographic characteristics as they relate to employee engagement provides knowledge of demographic
trends within the labor force (Buttner, Lowe, & Billings-Harris, 2012). Business leaders can engage younger workers
by monetary compensation. Younger workers leave their organizations for lack of monetary compensation even when
the occupation is consistent with their needs and desires (Butler, Brennan-Ing, Wardamasky, & Ashley, 2014).
Millennials are not willing to make personal sacrifices for a career and are less loyal to their organizations (Festing &
Schafer, 2014). Baby Boomers are less prone for monetary reward and more to processes and loyalty to their
organization (Saber, 2013). Business leaders can engage Baby Boomers by ensuring a long-term contract and a
process-oriented organization (Saber, 2013). Millennials are more likely to turnover when they feel there is no
opportunity for promotion or increases in pay within the organization (Hayes, 2015). Therefore, when considering
dismissal or disengagement strategies, human resource practitioners may better serve their organizations by
dismissing a Millennial rather than a Baby Boomer (Hayes, 2015).
Impact of Employee Engagement:
The failing global economy has created a huge shift in the way business takes place (McCuiston & DeLucenay, 2010).
Employee engagement matters to both the employee as well as the organization. Employees can utilize contract
 Impact of Employee Engagement on Employee Motivation

agreement provisions to impede the attainment of the organizational goals and objectives. Management’s capability to
leverage employee engagement strategies is essential in an organization.
Cooper-Thomas, Paterson, Stadler, and Saks (2014) establishing that high levels of expectations and frequent
performance reviews can increase employee participation and cooperation. The scarcity of resources has lead
organizations to think more about reducing costs and increasing productivity and efficiency. Reduced variation in
processes can reduce cost over time as it relates to process improvement (Emrouznejad, Anouze, & Thanassoulis,
2010); however, an organization must continue to incorporate processes that enhance employee engagement.
McCuiston and DeLucenay (2010) noted short-term cost cutting processes are not uniformly successful.
Employee engagement has emerged as one of the greatest challenges in today’s workplace. With complexities and
stringent regulations in many organizations, employee engagement will continue to challenge organizations in the
future (Mishra, Boynton, & Mishra, 2014). This aspect challenges management because engagement is a critical
element in maintaining the organization’s vitality, survival, and profitability (Albercht, Bakker, Gruman, Macey, &
Saks, 2015; Breevaart et al., 2013; Farndale & Murrer, 2015). Organizations that have highly engaged employees
have greater profits than those that do not (Society for Human Resource Management [SHRM], 2014). Organizations
with highly engaged employees experience increased customer satisfaction, profits, and employee productivity
(Ahmetoglu, Harding, Akhtar, & Chamorro-Premuzic, 2015; Carter, 2015; CooperThomas et al., 2014; Vandenabeele,
2014).
Leadership:
Leaders that are authentic influence the engagement of employees (Nicholas & Erakovich, 2013). Balancing moral
perspectives with interpersonal relationships can create a healthy leadership
Osborne & Hammoud, 2017
International Journal of Applied Management and Technology 54
Employee relationship. Employee engagement, a byproduct of leadership, is improved when the leader has a direct
relationship with employees (Lowe, 2012). Ensuring work engagement and empowerment plays a significant role in
employee involvement (Nicholas & Erakovich, 2013). Effective leadership provides vision and direction for
employee development (Souba, 2011). The ability for leadership to effectively communicate is a basis for employee
engagement.
The main focus of employee engagement is the alignment of the employee with the organizational goals and to go
beyond what is expected (Menguc, Auh, Fisher, & Haddad, 2013). Anitha (2014) suggested employee engagement
reflects two essential elements: (a) willingness to contribute to organizational success and (b) a positive and energized
employee who is at a motivational state (Eldor & Harpaz, 2015). Karanges, Johnston, Beatson, and Lings (2015)
defined engagement as the extent in which employees are willing to commit both emotionally and rationally within
their organization, how long they are willing to stay as a result of that commitment, and how dedicated they are to
their work.
Employee engagement is related to the psychological experiences of people who shape their work process and
behavior. Employee engagement is multidimensional; engaged employees are emotionally, physically, and
cognitively engaged in their daily work (Eldor & Harpaz, 2015). The organization has the responsibility to provide for
the needs of employees by providing proper training and building a meaningful workplace environment; in turn,
employees have the responsibility to provide a meaningful contribution to the organization. Many organizations
perceive the importance of employee engagement; however, the issue of how to increase the level of employee
engagement is not warranted (Wang & Chia-Chun, 2013).
Empowering Employees:
 Impact of Employee Engagement on Employee Motivation

The research findings provided clues in identifying the needs and challenges leaders face while empowering
employees. All participants indicated that employees desire a challenge in their work and want leaders to trust them in
completing their assigned tasks. Further, all participants believed employees should receive the necessary training and
resources to do their jobs. Deci and Ryan (1985) referred to competence as the effectiveness and the use of an
individual’s skills, which allows him or her to work at high levels. Employees that are confident in themselves are
confident in their daily work duties. Hynes (2012) suggested leaders employ processes that address employee needs
and expectations’ concerns, such as corporate culture awareness, team skills development, incentives, and
communication. I3 and I4 recommended increasing opportunities for employee empowerment and development. I4
stated employees’ opportunity for job advancement and development play a critical role in improving engagement.
All participants mentioned that career growth and empowerment were key determinants of job performance and
engagement. Changes in empowerment, training, and developmental programs can affect employee engagement.
I4 agreed with the company’s policy on employee engagement, in that the company provides a variety of development
programs to accelerate the employee’s career path and gain new leadership.
Work environment and employee motivation to lead:

Literature Review:

Representative readiness and want to require on a administration part inside an organization may have

positive impacts on not as it were individual career advance but, too organizational performance (Mineworker et al.,
1995; Ng et al., 2005). MTL has been hypothetically developed and approved as a build speaking to a frame of work
environment inspiration focussed only on a particular sort of organizational part (Chan and Drasgow, 2001). In
an exertion to test a common demonstrate of pioneer advancement, Chan and Drasgow (2001) measured and validated
a build distinguished as person employee’s MTL. This sort of motivation may impact an
employee’s choices to embrace authority parts as well as predict the level
of exertion and determination connected in creating administration capabilities (Chan and Drasgow,
2001). Observational prove recommends that MTL may anticipate ratings of administration potential as well as
the probability of development as a pioneer inside work groups (Chan and Drasgow, 2001; Hong et al.,
2011; Goodness, 2012).

Past meta-analytic thinks about analyzing the organizational hones as antecedents

of inspiration and worker execution recommend perspectives of the work environment that
will be forerunners of representative MTL (Eby et al., 1999; Jiang et al., 2012; Subramony, 2009; Wegge et al., 2010).
These thinks about recommended that variables related to MTL ought
to incorporate evaluations of fulfillment with aspects counting pay, promotion openings,
rewards, work plan, inside organizational communication, and supervisory connections. The taking
after talk portrays why these components of the work environment may be related to worker MTL.

Pay Satisfaction: Cash or “pay-offs” is maybe one the foremost cited strategies utilized to

enhance outward inspiration (Judge et al., 2010). Kuvaas (2006) found that pay levels
may increment representative execution and commitment through mental processes such as positive assessments of
competence and independence. In expansion, research supporting value hypothesis recommends levels of pay
may flag to representatives their esteem to the organization (Gardner et al., 2004). In this way, more
prominent fulfillment with pay may motivate representatives to require authority parts since of expanded sense
of esteem and commitment to an organization.

Promotion opportunities: Seen openings for advancement to higher levels in an organization

have too been associated with higher levels of representative organizational commitment and work inclusion (Ruler,
2003). More noteworthy advancement openings are also contrarily related to eagerly to take off an
organization, especially among employees who are seeking
 Impact of Employee Engagement on Employee Motivation

after more conventional career procedures inside organizations (Gerber et al., 2009). Comparable to pay level,

communication to an representative of their potential for advancement may deliver the worker a sense
of esteem, coming about in a more prominent motivation to lock in in administration advancement within
the organization (Kondratuk et al., 2004).

Recognition: Representative conviction that an organization values their contributions and cares approximately their

well-being is emphatically related to organizational commitment (Dawley et al., 2005; Kuvaas, 2006; Morrow, 2011).
Vidic and Burton (2011) found a positive relationship between acknowledgment and
three naturally arranged leadership styles, recommending that pioneers may discover acknowledgment as approval of
competence and social connection. As a result, more noteworthy representative fulfillment with an organization’s
process and nature of rewards and acknowledgment may increment MTL since it signifies certainty that
the additional exertion included in a administration part will be recognized and compensated.

Job Design: When individuals discover work satisfying and significant they are more likely to invest extra exertion in

an organization (Eby et al., 1999). Past thinks about suggest that well-designed occupations lead to more
prominent inner worker inspiration, work involvement, and organizational commitment (Hackman and Oldham, 1980;
Hochwarter et al., 1999). Higher levels of work engagement, may lead to intrigued in more significant
organizational parts such as administration or administration (Blau, 1985; Mael et al., 2001; Mauno et al., 2007).

Self-Efficiency: Self-efficacy is characterized as, “beliefs in one’s capabilities to mobilize the motivation,

cognitive assets, and courses of activity required to meet given situation demands” (Wood and Bandura, 1989, p.
408). Past inquire about has appeared that self-efficacy predicts a few work related results and a few of
these incorporate work attitude (Saks, 1995), preparing capacity (Martocchio and Judge, 1997),
and execution (Stajkovic and Luthans, 1998). One’s level of conviction that their activities will make the
required comes about drives the level of exertion an person puts forward into suitable exercises. Motivational theorists
see self-efficacy as a proximal motivational handle (Kanfer, 1990) and thus, is a proximal predecessor to MTL (Chan
and Drasgow, 2001).

Willingness to serve: Agreeing to Jones (1991) people have choices when dealing with social issues. People in this
manner choose, or are willing, to be a capable specialist in society or to dodge such duties (Weber et al., 2004). Such
choices are often impacted by an individual’s esteem frameworks (Schwartz, 1994). Subsequently, an individual may
be willing to require on an administration part based on their individual esteem on benefit to others (Clemmons
and Areas, 2011). Values have been appeared to affect an individual’s behavior in different circumstances (Schwartz,
1994)

Figure show our model in this set of personality traits have been taken from the literature review.

The Effect of Work Environment on Flexible Working

Hours, Employee Engagement and Employee Motivation

Effective Employee Engagement in the Workplace:

Impact of Employee
THE EFFECT OF QUALITY OF WORK-LIFE AND
MOTIVATION ON EMPLOYEE ENGAGEMENT WITH JOB Engagement on
SATISFACTION AS AN INTERVENING VARIABLE Employee Motivation

Effective Employee Engagement in the Workplace

Work environment and employee motivation to lead