Employee Engagement as A Strategic Response To Changing Environment: An Empirical Study

Employee engagement became a very popular concept during past two decades. Organizations try to figure out if their employees are engaged and how to make them engaged by using different surveys and tools to stay competitive and improve performance. There are four main topics in the engagement survey: growth, teamwork, management support and basic needs. Many organizations were focusing on designing a successful reward system to keep employees engaged and productive. But most are missing a key trick because the line managers, which is a critical link, is often overlooked. Managers who ultimately serve as the face of an organization to its employees are typically the ones who work or fail the engagement tools. Tangible rewards or intangible incentives such as job design, career development are all heavily influenced by management behaviours, which have an enormous effect on employee engagement. Research indicated that Positive Perceptions of line management are significantly related to employee engagement. Specifically, in order to foster employee engagement, it is important for line managers to ensure that the right people are in the right jobs; goals and objectives are clearly communicated; effort is appropriately rewarded and opportunities for development and promotion are provided.