Organizations are its full advantage when their employees are completely engaged; it means the latter are committed to their work and output. Employee engagement, when kept intact, can contribute greatly to the organizational success apart from improving their personal well-being. Some workers are oftentimes self-motivated and their bright disposition at work resonates to others in the workplace. Still, it is important for human resource management to create initiatives that will inspire employees and bring out the best in them.

Human resource management must begin to establish a work culture that enables every personality type to blend in. As management knows employee engagement is based on the worker’s individual attitudes and behaviors, oftentimes depending on how each one follow company rules or take the lead in delivering quality work all the time. The level and success of employee engagement is likewise seen on outcomes that may include higher productivity rates, reduced absenteeism or tardiness at work or fewer workplace conflicts.

Human resource management knows that trust and mutual respect among workers are key factors in developing a work culture that results in positive engagement. Employees cannot be tricked using reverse psychology or manipulated mechanically for engagement. In contrast, when employees feel sincere camaraderie at work and motivation by management engagement naturally follows and makes the same as an important part of their work and career in the company.

Employee engagement is a two-way street in the workplace; management needs to do their share in making sure that each employee is given enough reason to stay inspired at work, both on the personal and professional level. On the other hand the employee gives back to the management by becoming the best he could be and always provide a relevant contribution to the success of the company. As each supports each other’s need, each then satisfy the other in terms of mutual commitment.

Do rules apply?

Some organizational management defines employee engagement in a different way thus creates a set of workplace rules in order to “engage” their employees. Rules such as public execution of underachievers, getting rid of employees that do not meet work productivity standards and calling for a celebration when underachievers leave are just some of them that indicate the organization is simply one-sided with only their desired outcome in mind. The principle of cause and effect also apply in the workplace that sometimes employees give its management the quality of work it deserves, no more no less – and this is very true in a lot of organizations. It is quite impossible to find a gem of a worker in a kind of organization that demoralizes employee self-esteem, in much the same way that you won’t find underachievers in an organization that promotes healthy competition among co-workers. Organizations and HR management attract workers of their own kind and get what they deserve.

Employee engagement is the byproduct of anything and everything that is right in the workplace. If management aims it them they must first set the right example among workers.

Next… find out how you can use simple methods to motivate your employee!

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Article Contributed by HR in Asia‘s Team.

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