Effect of Employee Engagement on Organizational Performance PDF
18 Pages8226 Words806 Views
Added on 2021-08-17
Effect of Employee Engagement on Organizational Performance PDF
Added on 2021-08-17
BookmarkShareRelated Documents
Research proposal 1.. Project (research topic) Title The Effect of Employee Engagement on Organizational Performance in Advance Cure Diagnostic Center, Abu Dhabi, United Arab Emirates 2. Introduction Background and overview The Healthcare sector is one of the largest and most important sectors in the economy and employees in this industry are frequently overworked, underappreciated, and exhausted[ CITATION Tim21 \l 1033 ]. All these conditions can have a negative impact on patient treatment and disengaged employees could put a patient’s life at risk[ CITATION Kev15 \l 1033 ]. Excessive or unexpected overtime, a demanding workload, and a lack of workplace flexibility can all contribute to low engagement among healthcare [ CITATION Vic19 \l 1033 ]. Employees' needs in today's corporate world go beyond a basic income, which has shifted employers' focus to understanding the underlying essence of employee engagement practices. Employees demand to be engaged in the organizational working in the current environment, which means that their role should contribute to and affect the company in a more significant way (Marciano, 2010). In this regard, this paper will analyze the effect of employee engagement on organizational performance in Advanced Cure Diagnostic Center which is a healthcare facility based in Abu Dhabi, United Arab Emirates. The company was founded in 2007 as a comprehensive ambulatory care unit, it is a private healthcare facility and it is located in the heart of Abu Dhabi [CITATION Cur17 \l 1033 ]. Private sector employees are more likely to quit when they're unsatisfied, this is partly because they are less likely to receive pension and health care benefits that most government employees do (Barrett & Greene, 2016). Employees that are devoted to their organization on the whole, have a sense of belonging, a sense of understanding of the organization's aims, and a feeling of connection. Such employees add value because they are more determined in their work, produce at a higher rate, and are more proactive in offering their assistance [ CITATION Bro19 \l 1033 ] This study will look at how employees influence success of an organization and how performance results are critical to a certain company's achievement of its vision and mission. Given the critical nature of the work in healthcare, employee engagement should not only be a focus but a business requirement for healthcare leaders[ CITATION Kat191 \l 1033 ]. A lack of engagement can lead to high employee turnover, decreased patient satisfaction and quality of care [ CITATION Cra18 \l 1033 ]. Problem Statement Disengaged employees have a negative impact on healthcare organizations and their bottom line, they have a negative impact on managers' ability to achieve organizational performance (White, 2019).
Disengagement is a major issue, with estimates indicating that nearly 70% of the workforce is disengaged in certain areas [ CITATION Ash18 \l 1033 ]. This situation is complicated due to the lack of identification and adequate addressing of the root causes and symptoms associated with disengagement at the workplace [ CITATION Wol19 \l 1033 ]. Employees that are disengaged have a bad attitude about their employment and their company. It has been proven that negative attitudes have a negative impact on organizational productivity and success [ CITATION Dan20 \l 1033 ]. This study will bring light on the effect employee engagement can bring on organization’s overall performance. b) Give out the aim of the research project, objectives and the research questions of your project work. The aim of the study proposed is to investigate the effect of employee engagement on organizational performance. This case study will be conducted at Advanced Cure Diagnostic center in Abu Dhabi, United Arab Emirates. Research Question 1) What are the factors affecting of employee engagement to Advanced Cure Diagnostic? 2) What are the indicators of performance at Advanced Cure Diagnostic? 3) Is there a relationship between employee engagement and organization’s performance? Research Objective The objective of the study is: 1) To find out the factors affecting employee engagement in Advanced Cure Diagnostic Center 2) To find out the indicators of performance at Advanced Cure Diagnostic Center 3) To find out the relationship between employee engagement and organizational performance to Advanced Cure Diagnostic Center Significance of the study This paper will be helpful in attaining the knowledge regarding the importance of engagement of Advanced Cure employees for the potential success of the organization. Furthermore, this work will be useful to other researchers performing future research on the same or similar topics. 3. Literature Review Background to the concept employee engagement and organization performance Employee engagement is a human resources (HR) concept that defines the level of excitement and dedication a person feels toward their job. Engaged employees care about their work and about the performance of the organization, and feel that their efforts make a difference [ CITATION Tim201 \l 1033 ]. Employees who are more engaged at work are more likely to be high performers, put up more
discretionary effort, go above and beyond to help coworkers, and are less likely to quit. As a result, firms with engaged employees are more likely to be successful [ CITATION Ben21 \l 1033 ]. According to research, companies with strong employee engagement excel in customer satisfaction, achieve high productivity, and operational efficiency, as well as profitability, with the added benefit of safer, healthier employees with lower absenteeism and reduced turnover [ CITATION Pet18 \l 1033 ]. Clinicians who are disengaged and burned out have a significant impact on healthcare organization’s bottom line. Burnout not only compromises the quality of patient care but also increases healthcare costs[ CITATION Jes19 \l 1033 ]. In addition, engaged employees are more likely to have trustworthy and high-quality relationships with their bosses [ CITATION Rob061 \l 1033 ]. Employees that are engaged have a very positive feeling about their workplace. When employees feel connected to their teams, love their job, and have a positive feeling about the company, they’re going to want to stay and put in extra effort to help the company succeed [ CITATION Ryb21 \l 1033 ] Organizational success is directly proportional to the amount of effort each employee puts into the system. Employees that are engaged contribute to a positive work environment, which leads to organizations long term success. An engaged employee will in all likelihood perform at a superior level all of the time[ CITATION Rob061 \l 1033 ]. To ensure that this assumption succeeds, organizational systems have to be integrated, management practices must be aligned, and the work environment must be supportive to maximize employee engagement [ CITATION Pet18 \l 1033 ]. [ CITATION Mas16 \l 1033 ], suggest six work life areas that need much consideration in this perspective; workload, control, community, reward, values, and fairness. A highly engaged workforce drives passion and energy into every aspect of the company, resulting in increased revenues [ CITATION Kat19 \l 1033 ]. Research findings reveal that when employees are engaged in the workplace they vigorously participate in activities that contribute to higher performance and innovation. Non engaged employees on the other hand are unaware of the organization’s effort and constantly resist change. In simple terms, when organization involve employees during the developmental stages, they are more likely to create a sense of ownership which increases their commitment to the project and contribution to organizational performance [ CITATION Jet18 \l 1033 ]. Meaning and measurement of employee engagement The term “engagement” has been defined in a variety of ways. Workplace engagement is defined as a positive, fulfilling, affective-motivational state of work–related well-being [CITATION Woo12 \l 1033 ]. Since the seminal work of Kahn (1990, 1992) Human resource practitioners, consulting firms, and scholars have paid close attention to the concept of “employee engagement” [ CITATION Oma15 \l 1033 ]. Employee engagement according to Kahn (1990:694), is defined as the harnessing of organization members’ selves to their work roles through engagement, people employ, and express themselves physically, cognitively and emotionally during role performances”. Employee engagement’s cognitive aspect is concerned with employees’ views of the organization, its leaders, and their working conditions. Employees’ feelings regarding each of those criteria, as well as whether they have favorable or negative views about the organization and its leaders, are addressed in the emotional aspect. The physical aspect of employee engagement concerns the physical efforts made by individuals to carry out their responsibilities [ CITATION Mar20 \l 1033 ]
[ CITATION Nan07 \l 1033 ] Defined employee engagement as the extent to which employees commit to something or someone in their organization, how hard they work, and how long they stay as a result of that commitment. Employee engagement according to the author is the level of an employee’s dedication to his/her organization. The more dedicated a person is to his company, the more enthusiastically he will engage in his assigned tasks. On the other hand [ CITATION Joh08 \l 1033 ] describes employee engagement as, a set of positive attitudes and behavior’s enabling high job performance that is in line with the mission of the company. Hewitt associates define engagement as the psychological state and behavioral outcomes that lead to better performance. In practical, this means engagement involves a mix of rational thoughts, emotions, behaviors, and intentions that are required for optimal performance and productivity. It can be measured by three behavioral exhibitions of employees namely "speak, stay, and strive."[ CITATION Aon15 \l 1033 ]. Saks describes employee engagement as the degree to which an individual is concerned and absorbed in his or her employment function, according to his definition. He distinguishes between two types of employee engagement: work and organizational engagement. The degree to which a person is engrossed in their work is referred to as job engagement. Organizational engagement, on the other hand, is the degree to which an employee is psychologically attentive as a member of a company[ CITATION Ala06 \l 1033 ]. In contrast with burnout[ CITATION Chr04 \l 1033 ] dimensions of exhaustion, ineffectiveness, and cynicism, “engagement is defined by energy, involvement, and efficacy. A view shared by[CITATION Wil02 \l 1033 ] considers it as a positive, fulfilling, work-related state of mind that is characterized by vigor, absorption, and dedication. However, because major institutions played such an important role in the establishment of this concept, it is worthwhile to provide a perspective on how it is understood by some of them. The Towers Perrin Talents definition of engagement involves both emotional and rational factors relating to work as well as overall work experience. Emotional factors tie to people’s satisfaction as well as the sense of affirmation and inspiration they get from their work and from being part of their organization. They believe in employees' unwavering commitment to ensure the success of the organization. [ CITATION Tow03 \l 1033 ]. On the other hand, [ CITATION Aon15 \l 1033 ] considers Engaged employees to exhibit three facets of saying- constantly promote the company to co-workers, prospective employees, and consumers. Staying- Have a strong sense of belonging and a strong desire to be a member of theorganization, and Striving- motivated by the desire to succeed in their jobs and for the organization. [ CITATION DRo04 \l 1033 ] Defines employee engagement as an employee's positive attitude toward the organization and its ideals. An engaged employee understands the business environment and collaborates with coworkers to improve job performance for the benefit of the company. The company must work to foster and promote employee engagement, which necessitates a two-way interaction between the employer and the employee.' [ CITATION Nee11 \l 1033 ] Conducted extensive research which explored the need for engaged employees and their role in promoting organizational advancement and efficiency. According to the findings, the current organizational culture, as well as balanced work policies and practices for employee engagement boost productivity and keep employees on the job for a long time. [ CITATION Bij11 \l 1033 ] Looked into a variety of elements that influence employee engagement and what companies can do to increase employee engagement, he defined employee engagement as a level of commitment and involvement of an employee towards the organization and its values.[ CITATION Bij111 \l 1033 ]
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents
Employee Engagement in Healthcare Sector PDFlg...
|16
|8359
|200
Compensation and Benefit Management in Abu Dhabi Commercial Banklg...
|12
|620
|285
A Study Investigating the need and ways of cross cultural training within the health care serviceslg...