[04] Employee Engagement Strategies

Active engagement of the workforce of the organization can be increased by applying various types of strategies. Some of these strategies are described here.

1. Maslow's Hierarchy of Needs for Improve performance and engagement.

“According to Maslow (1943, 1954), human needs were arranged in a hierarchy, with physiological (survival) needs at the bottom, and the more creative and intellectually oriented ‘self-actualization’ needs at the top.”  (McLeod, 2023).

Figure: 1 (McLeod, 2023).

According to Maslow, survival needs must take precedence over the higher needs until they are fulfilled. In each of these stages, however, there are interpersonal and environmental frustrations through which we eventually get frustrated when trying to fulfil our respective needs according to that stage. 

Maslow's hierarchy of needs, a psychological theory of motivation, features a model with five levels of fundamental human requirements that are typically shown as stages in a pyramid. People first attend to criteria at the bottom of the hierarchy before attempting to meet requirements further up (McLeod, 2018). This five-stage strategy may be divided into deficit requirements and development needs. Whereas the highest phase is referred to as becoming needs or growth needs. Deprivation leads to the formation of deficit needs, which are used to motivate individuals when left untreated. Furthermore, the drive to satisfy these desires becomes greater the longer they go unmet. For example, the longer someone goes without food, the hungrier they grow. According to this notion, people must first satisfy lower-level insufficiency needs before addressing higher-level development desires. (McLeod, 2018).

By Recognising that higher-level needs (e.g., recognition, self-actualisation) are linked to increased employee engagement. Further, well-being programs addressing basic needs contribute to a positive and engaged workforce. To promote active involvement in the organization’s activities and accomplish its success, it is necessary to comprehend and satisfy the demands of the staff. Organizations that focus on employees’ needs will increase employee satisfaction, improve morale and establish a good working space. Through this approach, employee satisfaction is increased leading to reduced rates of attrition because employees who have higher job satisfaction tend not seek for alternative job opportunities. These effects spill over to greater output, welfare, and psychosocial assistance as well as better joint functioning. Additionally, companies that pay more attention to their workers tend to attract the best candidates who create a culture of devotion that promotes creativity in an organization. It is important to address the different needs among team members to enhance a collaborative working atmosphere that enables better change management. Additionally, such strategic hiring ensures employees are part of organizational goals hence a motivated team whose goal is to enhance the overall sustainability of the organization in the long run. Thus, identifying and satisfying employees’ needs gives birth to an encouraging and conducive organizational climate which boosts staff participation and culminates in an effective organisation.

 

2. Herzberg's Two-Factor Theory and Employee Recognition:

In 1959, Herzberg, Mausner and Snyderman published the two-factor model of work motivation and developed the motivation-hygiene theory, which was influenced by Maslow’s hierarchy of needs (Jones, 2011). Herzberg’s two-factor theory, also known as the motivation-hygiene theory is one of the most significant theories related to job satisfaction (Dion, 2006). If employees of the organization are satisfied with their work, then there is active engagement, and it will lead to higher performance. Acknowledging achievements and providing recognition serves as a powerful motivator for increased engagement. Therefore, a positive work environment will be created through motivation and poor hygiene factors will decrease employee satisfaction.. Hygiene factors include company policies and administration, relationship with supervisors, interpersonal relations, working conditions and salary (Herzberg, 1966; Herzberg, 2003). Motivation factors lead to positive attitudes towards the job and hygiene factors surround the ‘doing’ of the job (Herzberg et al., 1959; Stello, 2011).

 

Picture 2 (Slideteam.net, 2023)

 

3. Vroom's Expectancy Theory and Performance Management:

Victor Vroom developed the expectancy theory of motivation in 1964. The theory is based on the assumption that our behavior is based on selecting consciously from a range of possible substitutes. The behavior that we choose will always be the one that maximizes our satisfaction and minimizes our stress, according to Expectancy Theory. (Rehman, Sehar and Afzal, 2019).

 

Picture 3 (Rehman, Sehar and Afzal, 2019)

 

According to expectancy theory, Expectancy, Instrumentality and Valence will increase the motivation of the people of the organization. Further, clearly communicated expectations and rewards tied to performance enhance the expectancy of positive outcomes, fostering engagement. Connecting individual goals to organizational goals reinforces the link between effort and engagement. The appraisal process or system should be broad in nature. Performance appraisal or management takes time and commitment from all involved. The performance appraisal system encourages the employee to perform well. The performance appraisal system is connected with the training and development needs of the employee. It helps the employee to give the best output for the organization. (Rehman, Sehar and Afzal, 2019).

 

4. Goal-Setting Theory and Performance Appraisals:

A statistical review of eighty-three studies revealed that goal commitment is a critical ingredient for goals to lead to high performance, especially when goals are difficult (Klein, Wesson, Hollenbeck, & Alge, 1999). A study with rehabilitation counsellors at a state agency found that feedback had a positive relationship with work performance only for those individuals with high goal commitment; it had a negative relationship with performance for those with lower goal commitment (Renn, 2003). There are five Gold commitment scales, which are,

1       It’s hard to take this goal seriously.

2       Quite frankly, I don’t care if I achieve this goal or not.

3       I am strongly committed to pursuing this goal.

4       It wouldn’t take much to make me abandon this goal.

5       I think this is a good goal to shoot for.

(ResearchGate, n.d.)

Well-defined and challenging goals contribute to increased engagement as employees are motivated to achieve meaningful objectives of the organisation. Further, regular feedback on goal progress contributes to a sense of accomplishment and ongoing engagement. In that organisation able to maximize their operational performance.

 

 

5. Kahn's Model of Employee Engagement and Job Design:

Kahn’s theoretical framework focuses on three psychological conditions, meaningfulness, availability and safety which needed to be present for ‘personal engagement’ which he defined as “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively or emotionally during role performance” (Kahn, 1990) Kahn’s conceptualisation thus represents the engagement experience as psychological, but the consequences are externally visible actions and behaviours (Kaufman et al., 2020), as well as the notion that in the harnessing of preferred self in role performance engagement is connected to high-quality job performance (Fletcher, 2015).

Picture 4 (Wp.com, 2023)

 

Therefore, aligning tasks with employee skills and interests enhances psychological engagement. Further, Job crafting and autonomy in task execution contribute to a sense of purpose and engagement.

6. The Equity Theory and Compensation Practices:

Positive perception on relationship and engage in the process is as a result of a fair an equal remuneration. It has a motivational impact. This means that compensation must match or exceed perceived contribution of staff, which in turns increases staff motivation and engagement.

7. Rousseau's Psychological Contract and Employee Trust:

Work relationship is characterized by trust, and it is based on a reliable and open-minded psychological contract. Trust encourages an individual’s involvement in organisational citizenship behaviours. Trust in the organization will enhance the engagement and performance of the organization.

Conclusion

Finally, enhancing the employees’ involvement entails the interplay of several psychological theories and models. Some theories which are Maslow’s hierarchical theory of needs, Herzberg’s two-factor theory, expectancy theory, goal-setting theory, Kahn’s model of engagement, equity theory, and psychological contract theory can be used for better appreciation of employee experiences.

The organizations recognize the employees’ multiple needs, acknowledge achievements, and have precise expectations among others, thus creating an environment that promotes higher levels of involvement. Psychological engagement is driven by the fit between tasks and the employee’s skill set, autonomy and purpose.

Organisations need to be able to keep abreast with workplace changes, conduct an appraisal of employee needs as they keep on changing, and update their engagement strategies henceforth. Such an effective and dynamic approach to employee involvement does not just improve people’s attitudes towards their work and build up the team spirit within the company, but it is one of the key factors guaranteeing business prosperity in the future.

References

McLeod, S. (2023). Maslow’s Hierarchy of Needs. [online] Simply Psychology. Available at: https://www.simplypsychology.org/maslow.html. [Accessed 9 Dec. 2023].

McLeod, S. A. (2018). Maslow ‟ s Hierarchy of Needs Maslow ‟ s Hierarchy of Needs. Business, 3–5. https://www.simplypsychology.org/maslow.html [Accessed 9 Dec. 2023].

 

Jones, T. L. (2011). Effects of motivating and hygiene factors on job satisfaction among school nurses. PhD thesis, Walden University, Minneapolis, MN.

 

Dion, M. J. (2006). The impact of workplace incivility and occupational stress on the job satisfaction and turnover intention of acute care nurses. PhD thesis, University of Connecticut, Storrs, CT.

 

Herzberg, F. (2003). One more time: How do you motivate employees? Harvard Business Review, 81(1), 86.

 

Herzberg, F., Mausner, B., & Snydermann B. (1959). The motivation to work. New York: Wiley.

 

Herzberg, F. (1966). Work and the nature of man. New York: World Publishing. 

 

Stello, C. M. (2011). Herzberg’s two-factor theory of job satisfaction: An integrative literature review. Journal of Education and Human Development, 1-32. 

 

Slideteam.net. (2023). Available at: https://www.slideteam.net/media/catalog/product/cache/1280x720/h/e/herzberg_two_factor_theory_of_motivation_slide01.jpg [Accessed 9 Dec. 2023].

 

Rehman, S.A., Sehar, S. and Afzal, M. (2019). Performance Appraisal; Application of Victor Vroom Expectancy Theory. Saudi Journal of Nursing and Health Care, 02(12), pp.431–434. doi: https://doi.org/10.36348/sjnhc.2019.v02i12.008. [Accessed 9 Dec. 2023].

 

ResearchGate. (n.d.). (PDF) Practical Applications of Goal Setting Theory to Performance Management. [online] Available at: https://www.researchgate.net/publication/228211042_Practical_Applications_of_Goal_Setting_Theory_to_Performance_Management. [Accessed 9 Dec. 2023].

 

Kahn, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692–724. [Accessed 9 Dec. 2023].

 

Kaufman, B. ., Barry, M., Wilkinson, A., & Gomez, R. (2020). The future of employee engagement: the challenge of separating old wine from new bottles. In M. Wilkinson, A. and Barry (Ed.), The Future of Work and Employment (pp. 223– 244). Edward Elgar Publishing. https://doi.org/10.4337/9781786438256.00022 [Accessed 9 Dec. 2023].

 

Fletcher, L. (2015). Training perceptions, engagement, and performance: comparing work engagement and personal role engagement. Human Resource Development International, 19(1), 4–26. https://doi.org/10.1080/13678868.2015.1067855 [Accessed 9 Dec. 2023].

 

Wp.com. (2023). Available at: https://i0.wp.com/getbravo.io/wp-content/uploads/2023/02/three-dimmensions-of-employee-Engagement-1024x495.png?resize=1024%2C495&ssl=1 [Accessed 9 Dec. 2023].