Organisational Behaviour Employee Engagement And Performance

Question: Discuss about the Organisational Behaviour Employee Engagement And Performance. Answer: Introduction The purpose of this study is to understand and analyse the association among various organisational terms such as employee performance, employee engagement and organisational commitment. All these three terms are interlinked as well as different from each other. There is a significant impact of one term on another (Robertson-Smith and Markwick, 2009). The organisational commitment and employee engagement put a direct impact upon the performance of the employees. Therefore, the organisational managers are required to have their equal attention of all these three aspects for achieving improved organisational productivity and development (Albdour and Altarawneh, 2014). The essay will provide critical comparison of all these elements as well as also highlights the correlation among these aspects. There will be critivcal analyse the impact of the organisational commitment and employee engagement on the performance of an individual in the organisation. The study will also offer the positiv e and negative implications of the commitment towards the organisation and employee engagement on the overall performance of the employees and the organisation. Organisational commitment, employee engagement and employee performance Employee-organizational commitment and the employee engagement are vital and significant requirements of an organisation as in the globalized business economy and trades, it is essential to get recover from the global recession. In an organisation, the organisational and employee commitment and engagement at work have always been the most concerned areas for the organisational managers, executive and the HR department (Curtis, Upchurch and Severt, 2009). Because of the finding that employee engagement ahs several positive association among various other aspects of the organisation such as organisational profit, organisational success, and retention rate of the employees, productivity, growth and customers satisfactions. Thus, the mangers take much interest in the subject of employee engagement and organisational commitments (Albdour and Altarawneh, 2014). Employee engagement is an approach at the organisational workplace which results in development of appropriate conditions for all the organisational employees so that they can put their utmost efforts for the accomplishment of the organisational goals which directly results in organisational growth and success. Employee engagement can also be explained as an emotional attachment which the organisational employees sense for their organisation, job role, colleagues and the organisational productivity and growth (Kular, et al., 2008). From the viewpoint of the employers, the employee engagement is regarded as taking use of several initiatives and measures for improving and enhancing the emotional attachment of the workforce with the overall organisational and business success. In several organisations, the employee engagement is regarded as one of the primary tool for achieving increased competitive advantages. The approach of employee engagement can also be understood as the extent to which the employee is absorbed and focused in her or his job role and performance (Mehta and Mehta, 2013). There are two different kinds of employee engagement i.e. organisational engagement and job engagement. The organisational engagement depicts the degree to which an individual is mentally pesent as an organisational member and the employee engagement demonstrates the amount to which an individaul is actually attentive in ones respective job role performance (Albdour and Altarawneh, 2014). The organisational commitment can be explained as the psychological affection of an employee with the organisation. The primary purpose for focusing on the aspect of organisational commitment is to improve the manner in which the employees sense about their job, work role and the organisation. There are several positive as well as negative outcomes of organisational commitment defending boon the density that it is high or low (Simpson, 2009). There are several factors which are directly or indirectly dependent upon the organisational commitment such as the job performance, organizational citizenship behaviour, employee turnover, organisational productivity, etc. If there is organisational commitment from the employees side then there is a responsible behaviour of the employees towards the job related responsibilities and the organisational goals and values (Attridge, 2009). There are majorly three kinds of organisational commitment that includes normative organisational commitment, c ontinuance organisational commitment and affective organisational commitment. Firstly, the affective commitment can be explained as emotive affection and participation of an individual in an organisation. Secondly, the continuance commitment is that the employees are attentive of the costs which are linked with their turnover from the organisation. And third, the normative commitment can be explained as that the employee perceives a kind of responsibility or obligation to stay in an organisation. The normative commitment is a sense that employees feel that they ought to do so and as a result they continue their assurance with the establishment (Albdour and Altarawneh, 2014). There is a strong link between the employee engagement and organisational commitment. It has been found and analysed by several researchers that with the rise in the employee engagement, there also takes place growth in the level of organisational commitment and as a result it enhances the job satisfaction among the workforce (Guest, 2014). The increased job satisfaction is one of the most potential aspects for the organisations as it helps in developing innovative ideas, decreasing absenteeism and turnover rates of the employees, improving sreciurity and health and also upsurge the motivation level of the employees (Brunetto, et al., 2012). In the business organisations, it has been analysed and evaluated that if the employees are involved in the various organisational decision making processes as well as the discussion, then it increased their level of motivation which improves employee engagement. The higher employee involvement and employee engagement is one of the primary strate gies or approaches of the business organisations for achieving high competitive e benefits (Albrecht, et al., 2015). Due to the impact of globalisation, it is essentially required for the companies to pay increasing focus upon the development of the employees and their engagement with the organisation. This is because that if the employees will not be engaged with the organisation, the level of motivation will be decrease which will result in ineffective and downturn performance outcomes (Albdour and Altarawneh, 2014). A highly engaged employee is a noteworthy asset for an organisation as the level of organisational commitment of the engaged employees are usually very high. The highly committed employees are not just committed or pay focus on their individual job roles rather they have a commitment with the attainment of the organisational goals along with the overall success of the organisation (Bakker and Schaufeli, 2008). The employee performance is another vital aspect which is associated with the employee engagement and organisational commitment. The efficiency or in efficiency of the performance of an individuals in an organisation is completely depended upon several factors. The two primary factors which impact the most are organisational commitment and employees engagement. If an employee is fully engagement with organisation and have the integration of personal goals with the organisational goals then it positively impact the employees performance (Albdour and Altarawneh, 2014). Some authors have argued that only the monetary incentives are the source of organisational commitment and employee engagement. But in present scenario, this statement can be argued by taking insights from various researchers and discussions. There are numerous source and factors which have their significant contribution in enhancing the employee engagement and organisational commitment level of the employees (Geldenhuys, Laba and Venter, 2014). These factors comprises of job enlargement, job enrichment, involvement of the employees in the decision making processes, improved security, formal recognition, providing authoritative position in the organisation, development of the informal association among the colleagues, etc. (Macey and Schneider, 2008). All these factors also play a vital role in enhancing the employee engagement which in turn develops the commitment of the employees towards the organisation and the attainment of its goals. And if an employee work with increase commitm ent then there are almost double the chances of success and organisational growth as the human resource are the actual and potential asset of the organisation which helps them grow and attain long-term sustainability and development (Albdour and Altarawneh, 2014). Conclusion Organisational success and development is not possible to be attained without a highly engaged and committed workforce. Due to improved globalisation as well as industrialisation, the way of managing the workforces has changes across the globe. The organisational mangers pay key attention on the development and engagement of the employees so that there can be attained high level of organisational commitment and improved organisational productivity. From this essay, it can be concluded that there is a link between the organisational commitment of the employees and the employee engagement which directly impacts the performances of the employees which can be in a positive or a negative manner. The higher the level of employee engagement is, the greater is the organisational commitment and the improved outcomes are shown in the performances of the employees. Therefore, it is essential for the business organisations to have initiatives for increasing the involvement of the employees and a ttaining competitive advantages from it. This will help the organisation in declining the attrition rate as well as increasing the growth rate of the organisation. References Albdour, A. A., Altarawneh, I. I. (2014). Employee engagement and organizational commitment: Evidence from Jordan.International Journal of Business,19(2), 192. Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., Saks, A. M. (2015). 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