The Relationship between Employee Commitment and Employee Engagement, Employee Satisfaction - Assignment Example

? The Relationship between Employee Commitment and Employee Engagement, Employee Satisfaction Table of Contents Are Committed Employees more engaged than Uncommitted Employees? 3 Is it correct to say that Committed Employees are more satisfied than Uncommitted Employees? 5 References 8 Are Committed Employees more engaged than Uncommitted Employees? Employee engagement is the extent of commitment, desire, satisfaction and work effort of the employees to stay in an organization (Hobson, 2007, p.15). Employee engagement can be referred as the creating opportunities for the employees in order to connect with their colleagues and managers in the organization. It also can be referred as creating a healthy work environment for the employees in order to motivate them. It will help the employees to connect with their work and job responsibilities (Storey, Wright and Ulrich, 2009, p.300). On the other hand, commitment can be defined as willingness to persevere in a course of reluctance and action to change plans. The employees devote their energy and time to fulfil their job responsibility as well as their personal, community, family and spiritual obligations. Employees, who are committed to their organizations and highly engaged in their job, provide effective competitive advantages to the organizations in terms of higher output. Uncommitted employees do not bother about workplace performance and outputs. On the other hand, the committed employees tend to provide their total effort to fulfil their personal career goals and job responsibility. Engagement of an employee cannot possible without effective commitment towards the organization and seer hard work. Leaders or the managers of an organization play a vital role in employee engagement. It is important for a manager to provide value to the needs or satisfaction level of an employee in order to retrain employee commitment and employee engagement. Only a motivated employee can perform effectively in an organization. Progression of career is also an important and key employee retention tool. The employees will be happy to be engaged with their job and organization if they are provided effective career development opportunities, good work culture and productive work environment. Effective organizational communication process is also an important employee retention tool. It will help an organization to achieve success (Mannelly, 2009, p.161). Committed employees are more engaged to their job and organization comparing to the uncommitted employees. Employee engagement, employer practices, work performance and business results are highly related to each other. It is the responsibility of the employers to motivate their employees to perform efficiently. Effective performance appraisal, incentive systems, career growth opportunities are the motivation and performance drivers for an employee in an organization. These aspects made an employee committed to their job. Committed employees provide their best performance in order to capitalize on the potential career opportunities. Therefore, it can be stated that, effective employee engagement can help an organization to increase its business productivity. Effective performance appraisal system increases the commitment level of an employee. It is evident that the global workplace behaviour is changing dramatically (Albrecht, 2010, p.67). Now-a-days, the customers are trying to achieve value added and high quality products and services. Therefore, the global organizations are trying to motivate their workforce in order to meet with the demand of the customers. The uncommitted employees cannot perform effectively due to lack of workplace motivation. As the skilled and motivated employees are the biggest assets of an organization, therefore it is responsibility of the organization to take care of their needs. Therefore, it can be concluded that committed employees are more engaged with their work and responsibilities than the uncommitted employees. Is it correct to say that Committed Employees are more satisfied than Uncommitted Employees? Job satisfaction or employee satisfaction is a specific measurement of the satisfaction level of an employee in a workplace. Employee satisfaction can be measured through the help of employee satisfaction survey. These surveys generally address several topics, such as workload, flexibility, compensation, resources, teamwork and perception of management. These are all important things for an organization in order to keep their employees happy and satisfied with their job role in that organization. Employee engagement and satisfaction are more or less similar concepts. Employee satisfaction generally covers the basic needs and concerns of employees. Employee satisfaction It is correct to say that the committed employees are more satisfied than the uncommitted employees. Lack of motivation level and low job satisfaction are the major reasons behind the dissatisfaction of uncommitted employees. It is true that, employee commitment and employee satisfaction are significantly related to each other. Only satisfy employees can be committed to their job and organization. It is important for the organization to recruit and select suitable employees for each and every job profile. Only skilled employees can perform effectively in an organization. Apart from these the organizations needs to conduct effective training and development program on a regular time interval. It will help the uncommitted employees to increase the level of self-confidence and motivation (Meyer and Allen, 1997, p.18). Without effective training program and inner capability an employee cannot be committed to their job role and organization. It is the responsibility of the managers to give effective performance appraisal. Appropriate compensation will help the employees to increase their performance level. The organisational commitment can be divided into three elements, such as affective commitment, continuance commitment and normative commitment. Affective commitment refers to the emotional attachment of the employees. Continuance commitment refers to the awareness of the associated cost. On the other hand, the normative commitment reflects obligation feelings in order to continue the employment. The committed employees follow this normative commitment theory. Employees with a superior level of normative commitment can be referred as the committed employee to the job profile and organization. A normative commitment guides an organization to provide their committed employees effective rewards in advance. These investments recognition causes the employees to feel satisfied with their job (George and Jones, 2012, p.83). Moreover, it forces the employees to continue their employment in that organization. On the other hand, the uncommitted employees are less satisfied with their job comparing to the committed employees. Recently the organizations around the globe are trying to motivate their employees and trying to satisfy the personal needs of the employees in order to increase their business productivity. Therefore, the responsible and committed employees are getting effective compensation and performance rewards. The uncommitted employees are failing to provide effective work performance due to lack of workplace engagement (Purcell, 2003, p.70). Thus these employees are not getting handsome compensation and rewards like the effective employees. As a result, they are less satisfied than the committed employees. Therefore, it is true that the committed employees are always more satisfied with their works and responsibilities than the uncommitted employees in the organizations. References Albrecht, S., 2010. Handbook of Employee engagement. London: Edward Elgar. George, J., and Jones] G., 2012. Understanding and managing Organizational Behaviour. New Jersey: Pearson Education. Hobson, N., 2007. Succession Planning and Situational Engagement. London: ProQuest. Mannelly, P., 2009. Managing highly engaged or Actively disengaged employees. London: ProQuest. Meyer, J., and Allen, N., 1997. Commitment in the Workplace. London: Sage. Purcell, J., 2003. Understanding the people and performance link. New York: CIPD. Storey, J. Wright, P., and Ulrich, D., 2009. The Routledge Companion to Strategic Human Resource Management. London: Routledge. Read More