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Workplace Employee Engagement

Workplace employee engagement in any form is basically the say and the level of integration employees have in a particular workplace. The concept derives itself from employee engagement, which literally means the same; the only difference being that the former takes the entire workforce into account, while the latter considers just one individual or a small group of workers. A positive employee engagement is directly proportional to a positive work environment.

Derivation from Employee Engagement

The first definition of employee engagement was provided by William Kahn as "the harnessing of organisation members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances." Subsequently, Schmidt came up with a bridge between existing 'job satisfaction' and the new employee engagement with another definition in 1993 which he put as, "an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention." This definition combines the important aspects of job satisfaction (Smith et al., 1969) with organizational commitment (Meyer & Allen, 1991). The idea still remains bound in mystery. Shuck and Wollard in a review of literature (2011), marked out four important sub-concepts which form a part of the term: (1)	"Needs satisfying" approach as an expression of a preferred self in matters involving task behaviours. (2)	"Burnout antithesis" approach, wherein energy, involvement and efficacy oppose established "burnout" constructs, i.e. exhaustion, cynicism and lack of accomplishment. (3)	The “satisfaction-engagement” approach encompassing a technical job satisfaction, as found by Gallup's own Q12 engagement survey which established an r=.91 correlation with one (job satisfaction) measure. (4)	The “multidimensional approach”, wherein a clear demarcation is drawn between job and organisational engagement, with primary emphasis upon antecedents and the consequents to role performance instead of organisational identification. Need for Workforce Employee Engagement

According to a 2013 study, it was revealed that a total of 40% of the employees are disengaged on a global level. As per the State of the American Workplace Report, 70% of American employees dislike their work. With such a high rate of disengagement, the overall output is negatively affected.

Moreover, a disengaged employee can drag down others as well, besides exerting an adverse impact on sales and retention. Leaving the rest of the factors aside, a proper employee engagement is likely to build your reputation from being a company to a brand. It can work for the mutual benefit of both the employer as well as the employee.

Employee Work Engagement V/s Organisational Outcome

Surveys rank the UK being at the 9th position in terms of employee engagement. This has been found to be directly proportional to productivity in the nation. As per the ONS Survey, UK features 15 percentage points below average in terms of hourly output, compared to the G7 nations.