EMPLOYEE ENGAGEMENT STRATEGIES ON ORGANIZATIONAL PERFORMANCE

Abstract

In many countries, organisations are grappling with dwindling performances and productivity. There have been attempts by organisations to enhance their performances and boost their productivity in order to have competitive advantage over their rivals and stay afloat in business. This has lead to the exploration of avenues to elicit positive outcomes. Employee’s engagement has emerged as a potential factor for organisational performance. Many practitioners of human resource management have poorly understood measurement of employee motivation for activities and more precisely its commitment. Scholars and practitioners indicate that low level of employee engagement at work is currently one of the most alarming global economic problems. The potential consequence of this phenomenon is declining work performance. Therefore, it becomes important to understand the concept of work engagement, its meaning for employees, and implications for an organisation. This write-up systematically reviews scholarly literature, presenting the results of research on the relationship between employee engagement and organisational performance. The objective of the paper is to summarise prior works to determine the impacts of employee engagement dimensions on organisational performance and make recommendations appropriately. The review highlighted the desirable priorities of employee engagement strategies (cognitive, physical and emotional) in enhancing employee’s engagement for optimum individual and organisational performance.