Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization)

Sona Saran

doi:doi:10.11648/j.jhrm.20140203.11

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Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization)

Sona Saran

Published in Journal of Human Resource Management (Volume 2, Issue 3)

Received: 4 May 2014 Accepted: 20 May 2014 Published: 30 May 2014

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Abstract

Employee Engagement has become one of the burning issues for the Human Resources function of any organization, small or large, public or private, new or long established. Attrition rates have shot up largely and engagement levels have gone down. There are a number of factors which are not even directly related to work that determine the levels of satisfaction and engagement like health, flexibility, alignment of interests and goals. The areas that will bring maximum change in engagement scores and levels need to be identified. Through this paper, I intend to explain one such framework for identification and prioritization of these actionable areas and items – The AI Matrix or Awareness – Implementation Matrix based on a research done by me on a large multinational bank. At the end, there are some of the initiatives that can help increase the awareness levels.

Published in	Journal of Human Resource Management (Volume 2, Issue 3)
DOI	10.11648/j.jhrm.20140203.11
Page(s)	47-51
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2014. Published by Science Publishing Group

Keywords

Employee Engagement, Human Resource, Awareness, Job Satisfaction, Work Life Balance

References

[1]	Acas Policy Discussion Papers. (2010). Building Employee Engagement
[2]	Blessingwhite (2006). Beyond the numbers: A practical approach for individuals, managers and executives Gemma Robertson, Smith, & Carl Markwick. (2009). Employee Engagement: A Review of Current Thinking
[3]	Harter, Schmidt, Killham, Agrawal. (2006). Q12 Meta-Analysis: The relationship between engagement at work and organizational outcomes
[4]	Hemsley Fraser. (2008). The HR Di-rector, 2008; The Conference Board, 2006.
[5]	Ivan T. Robertson, Cary L. Cooper. Full engagement: the inte-gration of employee engagement and Psychological well-being
[6]	Thackray, J. (2001, March 15). Feed-back for real. Gallup Management Journal. Retrieved from http://gmj.gallup.com.and commitment. Alexan-dria, VA: SHRM Foundation.
[7]	Towers Perrin. (2006, February). Winning strategies for a global work-force.
[8]	Trends in Global Employee Engagement. (2011). Retrieved from http://www.aon.com/india
[9]	Vance, R. J. (2006). Effective practice guidelines: Employee engagement and commitment. Alexandria, VA: SHRM Foundation.
[10]	(Gemma Robertson, Smith, & Carl Markwick, 2009).
[11]	Seven Secrets to Employee Engagement By Roxanne Emmerich

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APA Style

Sona Saran. (2014). Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization). Journal of Human Resource Management, 2(3), 47-51. https://doi.org/10.11648/j.jhrm.20140203.11

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ACS Style

Sona Saran. Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization). J. Hum. Resour. Manag. 2014, 2(3), 47-51. doi: 10.11648/j.jhrm.20140203.11

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AMA Style

Sona Saran. Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization). J Hum Resour Manag. 2014;2(3):47-51. doi: 10.11648/j.jhrm.20140203.11

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@article{10.11648/j.jhrm.20140203.11,
  author = {Sona Saran},
  title = {Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization)},
  journal = {Journal of Human Resource Management},
  volume = {2},
  number = {3},
  pages = {47-51},
  doi = {10.11648/j.jhrm.20140203.11},
  url = {https://doi.org/10.11648/j.jhrm.20140203.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20140203.11},
  abstract = {Employee Engagement has become one of the burning issues for the Human Resources function of any organization, small or large, public or private, new or long established. Attrition rates have shot up largely and engagement levels have gone down. There are a number of factors which are not even directly related to work that determine the levels of satisfaction and engagement like health, flexibility, alignment of interests and goals. The areas that will bring maximum change in engagement scores and levels need to be identified. Through this paper, I intend to explain one such framework for identification and prioritization of these actionable areas and items – The AI Matrix or Awareness – Implementation Matrix based on a research done by me on a large multinational bank. At the end, there are some of the initiatives that can help increase the awareness levels.},
 year = {2014}
}

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T1  - Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization)
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VL  - 2
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Author Information

Sona Saran

American Express India Private Ltd., Haryana, India

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APA Style

Sona Saran. (2014). Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization). Journal of Human Resource Management, 2(3), 47-51. https://doi.org/10.11648/j.jhrm.20140203.11

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ACS Style

Sona Saran. Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization). J. Hum. Resour. Manag. 2014, 2(3), 47-51. doi: 10.11648/j.jhrm.20140203.11

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AMA Style

Sona Saran. Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization). J Hum Resour Manag. 2014;2(3):47-51. doi: 10.11648/j.jhrm.20140203.11

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@article{10.11648/j.jhrm.20140203.11,
  author = {Sona Saran},
  title = {Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization)},
  journal = {Journal of Human Resource Management},
  volume = {2},
  number = {3},
  pages = {47-51},
  doi = {10.11648/j.jhrm.20140203.11},
  url = {https://doi.org/10.11648/j.jhrm.20140203.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20140203.11},
  abstract = {Employee Engagement has become one of the burning issues for the Human Resources function of any organization, small or large, public or private, new or long established. Attrition rates have shot up largely and engagement levels have gone down. There are a number of factors which are not even directly related to work that determine the levels of satisfaction and engagement like health, flexibility, alignment of interests and goals. The areas that will bring maximum change in engagement scores and levels need to be identified. Through this paper, I intend to explain one such framework for identification and prioritization of these actionable areas and items – The AI Matrix or Awareness – Implementation Matrix based on a research done by me on a large multinational bank. At the end, there are some of the initiatives that can help increase the awareness levels.},
 year = {2014}
}

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TY  - JOUR
T1  - Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization)
AU  - Sona Saran
Y1  - 2014/05/30
PY  - 2014
N1  - https://doi.org/10.11648/j.jhrm.20140203.11
DO  - 10.11648/j.jhrm.20140203.11
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 47
EP  - 51
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20140203.11
AB  - Employee Engagement has become one of the burning issues for the Human Resources function of any organization, small or large, public or private, new or long established. Attrition rates have shot up largely and engagement levels have gone down. There are a number of factors which are not even directly related to work that determine the levels of satisfaction and engagement like health, flexibility, alignment of interests and goals. The areas that will bring maximum change in engagement scores and levels need to be identified. Through this paper, I intend to explain one such framework for identification and prioritization of these actionable areas and items – The AI Matrix or Awareness – Implementation Matrix based on a research done by me on a large multinational bank. At the end, there are some of the initiatives that can help increase the awareness levels.
VL  - 2
IS  - 3
ER  -

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