Employee Engagement: Impact on Job Performance and Commitment

This essay delves into the significance of employee engagement for organizational success, highlighting its role in fostering synergy, motivating employees, reducing turnover, and enhancing strategic planning. It examines how employee engagement, viewed through the lens of social exchange theory, profoundly impacts job performance and organizational commitment. The paper argues that engaged employees, empowered to participate in decision-making, exhibit higher productivity and a stronger connection to the company's development. Conversely, a decline in employee engagement can lead to decreased efficiency, poorer customer service, and increased absenteeism and turnover, underscoring the importance of cultivating an employee-oriented organizational culture.

Organizational Behavior

Table of Contents
Answer to the question no-1..................................................................................................................1
Answer to question no-2.......................................................................................................................2
References.............................................................................................................................................3

Answer to the question no-1
With the ramified economic changes, each and every organization needs to prepare
employee’s oriented business functioning. Employee is the person who is fully absorbed by
enthusiastic about the work and more inclined towards taking positive action in the best
interest of the organization growth. Employee engagement could be defied as property of the
relationship establish between organization and employees. It is analysed that better
engagement means better productivity in the business process of organization. It is evaluated
that corporations whose employees are indulged in the business decision making process of
management out perform as compared to other organization. After evaluating the various
facts of the small and big companies, it is considered that when employees are engaged at
work, they feel connected with the company. They believe that the kind of work they are
doing and development of the organization will also result to their welfare as well. However,
employee engagement program is also determined as process which is used by management
of organization to establish nexus between employee’s growth and organization development.
Employee engagement promotion is the discretionary power of the management department
and should be handled by them after considering all the internal and external factors of the
business (Wang, Lu, and Siu, 2015).
Why is employee engagement important to organization success?
The importance of employee engagement to the organization success is based on benefits and
intents to the organization development. There are several main points which are given as
below.
 The employee engagement program helps organization to create synergy in its business
process.
 It motivates employees to deliver the best possible results in their work.
 It is determined as important HR variables which assist in reducing the overall employee’s
turnover, production cost and eventually increase the return on capital employed
 It establishes the proper nexus between employee’s growth and organization development.
 It increases the responsibilities of the employees and strengthen the strategic planning which
eventually reduces the chance of business loss at the management level.

 This employee engagement program creates enthusiasm in employees to deliver the best
result and also motivates them to take proactive steps to accomplish set results and objectives
(Leiter, and Bakker, 2010).
 It assists organization to create core competency in the work process and helps company to
develop product differentiation and cost leadership strategy on the sustainable basis in
competitive market (Albrecht, et al. 2015).
Answer to question no-2
It is analysed that the impact of employee engagement program on the job
performance and organizational commitment is highly based on the social exchange theory. It
is observed that engagement of employees is traditionally defined as development of the
process to restrict employers to take dominating decisions for their employees. It keeps
employees to do their work effectively with their own liberty. With the ramified economic
changes, each and every employees should undertake proper decisions to increase the quality
of their work and increase the overall output. It is observed that when employees are allowed
to take their own decisions and participate in the strategic decisions taken by management
then they could raise the queries and problems faced by them in their work in the conducted
meeting. This will not only motivate employees to solve the possible queries but also assist
them to encounter their faced issues and problem in effective manner. The sustainable
employee engagement process reflects the intensity of the employee’s joint with the
development of the organization which is based on three core elements such as the extent of
employee engagement their discretionary efforts committed to attain set goals. There are
several reasons which divulges that employee engagement has deep relation with the job
performance (Mone, and London, 2018).
Employee engagement focuses on motivating employees and make employees
intrinsically committed to the better productivity and organization development.
It will assist in creating the organizational environment which will support the
productivity and efficiency in multiple way.
In concise form, it could be inferred that when employee engagement starts to decline,
then companies will become vulnerable not only to measureable drop in efficiency or
productivity but also results to poorer customer services and increased rate of absenteeism

and turnover. For instance, if company follows strict policies and rules and is less inclined
towards preparing employee oriented organizational culture then it will not only decrease the
efficiency of the employee but also render several negative results such as demotivation in
employees, less effective outcomes and increased turnover (Schaufeli, Bakker, and Van
Rhenen, 2009).
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1),
pp.7-35.
Leiter, M.P. and Bakker, A.B., 2010. Work engagement: A handbook of essential theory and
research. Psychology press
Mone, E.M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Schaufeli, W.B., Bakker, A.B. and Van Rhenen, W., 2009. How changes in job demands and
resources predict burnout, work engagement, and sickness absenteeism. Journal of
Organizational behavior, 30(7), pp.893-917.
Wang, H.J., Lu, C.Q. and Siu, O.L., 2015. Job insecurity and job performance: The
moderating role of organizational justice and the mediating role of work
engagement. Journal of Applied Psychology, 100(4), p.1249.