Get Full Essay Get access to this section to get all help you need with your essay and educational issues. The authors hypothesize that work engagement comprises 3 constructs: Using structural equation modeling, the authors analyze data from 3 archival data sets to determine the factor structure of engagement. In addition, they examine the hypothesis that engagement and job satisfaction are separate but related constructs, using structural equation modeling and hierarchical regression.
The effect of performance management systems on employee engagement Introduction Background Prior research has established the positive effects of employee engagement in the workplace, not only for the organisation in its entirety but also for the wellbeing and productivity of individual employees Kahn, It is therefore of paramount importance that research correctly identifies the factors which give rise to increased employee engagement and investment in their job.
Increased self-efficacy, job satisfaction, self-esteem and morale have been found to be direct consequences of higher rates of employee engagement Bakker and Schaufeli, ; Harter, Schmidt and Hayes, Employee wellbeing in the workplace is known to correlate with positive business outcomes Harter, Schmidt and Keyes, Overall, engaged employees are more likely to view their job as meaningful, their management and leadership as above average, have better perceptions of their own ability to perform their duties and are more likely to be satisfied with their jobs, leading to a greater work ethic and better performance May, Gilson and Harter, The research question The research problem we are facing is to determine the antecedents of employee engagement in the workplace.
The questions that will be used to investigate this will query the relationship between management policy and employee engagement. The objective of this study will be to determine whether performance management strategies used by companies affects in any capacity the tendency of employees to fully engage themselves in the workplace.
The experimental hypothesis will be that increased use of performance management strategies in the workplace increases rates of employee engagement. Performance management is the independent variable and employee engagement will be the dependent variable.
This will establish whether one significant facet of management policy affects employee engagement; an important factor in predicting effectiveness in the workplace.
However there are other factors which could potentially influence the dependent variable employee engagement which are beyond the scope of this study. There may be many aspects of the individual and their chosen career which affect how engaged they are regardless of management policy.
Isolating performance management will be one step in building a framework to more fully predict employee engagement.
If the anticipated effects are discovered, this would be valuable information for businesses wishing to enhance employee productivity and satisfaction using the medium of employee engagement. By establishing the antecedents of employee engagement it will be possible to fill in another gap in the overall model presented by research to predict positive business outcomes.
It has been vehemently established that employee engagement can indirectly affect this outcome, but the influences resulting in greater engagement have received relatively little attention.
Performance management in particular was chosen since it encapsulates something that is under the direct control of businesses, and will therefore potentially offer an immediate and practical means for businesses to affect employee engagement.
Literature review This section will incorporate definitions of the variables involved and the theoretical context of employee engagement and its antecedents. It will also cover some of the research into other factors besides the independent variable for this study which could reasonably affect the independent variable.
Employee engagement The definition of employee engagement is surprisingly ambiguous in the literature, which led Macey and Schneider to gather and categorise the various definitions found in research. They found that authors generally referred to engagement in one of three broad domains; psychological state engagement, behavioural engagement and trait engagement.
The effect of management, leadership, company policy and any performance management strategies employed by the business are of course effective only at the behavioural and psychological state level; trait level engagement is innate and relatively constant in each individual, and arises from various psychometric variables.
The conceptualisation we shall settle on for this study will therefore involve only the psychological state and behavioural levels, since the primary independent variables of interest involve factors the business can influence to increase employee engagement.
Theoretical context for employee engagement Within a theoretical context, employee engagement fits well into the explanatory remit of self-determination theory Deci and Ryan, This theory postulates that different forms of motivation exist; autonomous regulation refers to all volition which originates from genuine internal desires, as opposed to controlled regulation in which the source of the impetus to act is external.
In terms of engagement at work, autonomous regulation is desirable, as it results in greater initiative and productivity at a task. According to Meyer and Gagnewho explored the underlying psychological mechanisms of autonomous regulation in the workplace, the key lies in satisfying basic psychological needs for competency, autonomy and relatedness.
Performance management systems are likely to be a part of building the work environment which successfully cultivates these feelings in employees; giving them a sense that their needs have been met. Although of course there is certainly more involved in determining the extent to which employees are personally involved in their work than need satisfaction.
Intervening factors are likely to include employee personal circumstances and the current economic climate. Performance management For the purposes of this study, the definition of performance management shall be the degree to which intervention by the business occurs to ensure recognition of above average performance, and involvement with offering incentives for increased productivity and work ethic.
All other variables listed above which have been identified as causal antecedents of engagement will be considered as confounding variables in this study, and will be controlled for as far as possible.
According to Robertsperformance management involves the setting of objectives, the use of appraisal systems, reward strategies, training and feedback.
This is a definition that can be more easily operationalized as the components are clearly divided which will make development of measurement scales for each subset simpler.
Therefore these are the components that shall be measured as the independent variable in this study to make up performance management. Theoretical context for performance management Performance management affects employee perceptions and attitudes, which subsequently affect performance Hartog, Boselie and Paauwe, This fits in with the theoretical framework which places employee engagement as reflecting attitudes and the meaning ascribed to job roles.
It is therefore logical to expect that higher levels of implementation of performance management strategies would be significantly related to employee engagement.Moreover many authors agree that reward has an influence on organisation commitment, engagement, job satisfaction and job motivation.
Organisations need to develop an effectively reward strategy that will help to attract suitable employee as possible, to retain the satisfactory ones among the employees, and as a reward for the effort, time, skill, loyalty and higher engagement. The Relationship of Engagement and Job Satisfaction in Working Samples Essay Sample The present study explored the factor structure of engagement and its relationship with job satisfaction.
The authors hypothesize that work engagement comprises 3 constructs: vigor, dedication, and absorption. Some of these studies have found a positive relationship between job satisfaction and job performance which leads to the conclusion that satisfied employees tend to perform much better than less satisfied ones.
Job satisfaction helps to create a better working environment If you are the original writer of this essay and no longer wish. Markos and Sridevi (, p) report that engagement is about, 'passion and commitment ' the willingness to invest oneself and expand one's discretionary effort to help the employer succeed, which is beyond the simple satisfaction with the employment arrangement or basic loyalty to the employer.
The Connection Between Employee Satisfaction and Patient Satisfaction. By Jennifer Larson, contributor. February 21, - Want to boost your patient satisfaction scores?
Try investing more resources and attention in your clinical staff. fairness, relationship with co-workers and supervisors in affecting the job satisfaction.
This paper presents a comprehensive diagnosis of job satisfaction indices of .