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Employee engagement plays a huge factor into how I feel about my workplace. The definition of employee engagement is an individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does (Robbins & Judge, 2018). Measuring the level of engagement employees get will help managers and the organization know how the employees feel overall in the workplace if they have access to advance their skills through training and education if they feel important and what they do makes a difference, and if they have relationships with co-workers and their supervisors.
The more engaged an employee will reflect on their attitude and behavior in the workplace and in their work itself. High employee engagement will help the organization be stronger and more successful. I selected these three articles to discuss in regards to employee engagement: “A process model of employee engagement: “The learning climate and its relationship with extra-role performance behaviors”, “Organizational identification, work engagement, and job satisfaction”, and, “Enhancing organizational commitment and employee performance through employee engagement: An empirical check”. Employee engagement ties in with job satisfaction, employee performance, organizational identification, and employee attitude. Each article goes into depth about employee engagement and the relations it plays in an organization. The learning climate is defined as the organization’s beneficial activities in helping employees create, acquire, and transfer knowledge has also been proposed as an antecedent of employee engagement (Eldor & Harpaz, 2015). The research provided in this article was completed by 625 employees and their supervisors in different positions and businesses throughout Israel. Each participant completed two different surveys, one in regards the organization’s learning climate and the second about the participant’s attitude about work itself. The section targeted to employee engagement scored 3.71 for a mean with standard deviation of .79 (Eldor & Harpaz, 2015).
The questions targeted to the learning climate had a mean of 3.25 and a standard deviation of .77. The questions targeted to job satisfaction had a mean of 3.25 and a standard deviation of .94. These results should that the employees are “somewhat” engaged, “somewhat” feel satisfied in the workplace, and “somewhat” feel in a learning climate. There are a lot of areas these organization can improve to make their employees feel more appreciated, respected, as well as giving the training and education to help these employees grow. Organizational identification refers to a person’s sense of belonging to the organization in which they work (Karanika-Murray, Duncan, Pontes, & Griffiths, 2015).
As already discussed, employee engagement works with the overall look of the employees within an organization. The research in “Organizational identification, work engagement, and job satisfaction” discusses how organizational identification, employee satisfaction, and employee engagement are related. Bootstrapped mediation analyses provided support for full mediation whereby there is an indirect (via work engagement) and positive effect of organizational identification on job satisfaction (Karanika-Murray, Duncan, Pontes, & Griffiths, 2015).
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