The Relationship Between Employee Engagement and Organizational Effectiveness

The Relationship between Employee Engagement and Organizational Effectiveness

The success of an organization is subject to many influences. Notably, employee engagements play a vital role in streamlining the realization of organizational goals. The article Organizational Effectiveness as a Function of Employee Engagement sought to highlight the relationship between employee engagement and the perceived effectiveness of the organization. Mainly, Kataria, Rastogi & Garg (2013) suggest that engagement has a direct influence on organizational effectiveness.

Examining the Relationship between Employee Engagement and Organizational Paradigms

To infer their findings, the authors assessed different organizational paradigms in relation to employee engagement in the subject setting. The study was a continuation of previous empirical studies on the influence of engagement as a vital component in the realization of organizational effectiveness (Kataria, Rastogi & Garg, 2013). Insight from literature and hypothesis provided the authors with the background needed to streamline the research process. The article inferred from Schaufeli et al. (2002) in describing the element of employee engagement, thus, “engagement is projected to be a positive fulfilling, work related state of mind characterized by vigor, dedication, and absorption” (Schaufeli et al., 2002). Other definitions of employee engagement allude to the element of dedication, devotion and loyal (Biswas, 2010). Based on the premises, engaged employees tend to exhibit a willingness to stay within the organization for an extended period of time. In defining organizational effectiveness, Kataria, Rastogi & Garg (2013) suggested that the term referred to a company’s ability to achieve set goals in a consistent manner. Some of the parameters that were used in defining effectiveness in an organizational setting included productivity, efficiency and adaptability.

Methodology and Analysis of the Study

The study involved several respondents to realize relevant findings. The participants were 304 managers drawn from IT organizations (Kataria, Rastogi & Garg (2013). To secure responses from the participants, the researchers relied on a questionnaire that was laced with a covering letter. The letter highlighted the voluntary and anonymous nature of the research. Thus, each participant was provided with the freedom to determine whether they wished to be a part of the study. 81% of the participants were male while females occupied 19% of the study group. The elements that were assessed in the study included vigor, absorption and dedication. The measurement of employee engagement was achieved through the 9-item Utrecht Work Engagement Scale (UWES-9). To assess organizational effectiveness, Kataria, Rastogi & Garg (2013) relied on an 8-item scale which was developed by Mott in 1972. Some of the components that underlined the scale included adaptability, flexibility and productivity. Analysis in the study was achieved through the application of The Analysis of Moments Structure (AMOS 18.0). Tools used in the analysis included the “chi-square goodness-of-fit statistic, Goodness of Fit Index (GFI), Root Mean Squared Error of Approximation (RMSEA), Normed Fit Index (NFI) and Comparative Fit Index (CFI)” (Kataria, Rastogi & Garg, 2013).

Impact of Employee Engagement on Organizational Effectiveness

Conclusively, the study findings indicated that when employees are engaged, they will be more likely to streamline the realization of organizational effectiveness. Ideally, engagement of employees reinforces positive emotions and thus augmenting the willingness to oversee one’s duties and responsibilities in the organization. Equally, engaged employees are more likely to fully involved themselves in organizational initiatives. They perform their duties with dedication which leads to positive outcomes in the organizational setting. The findings are relevant to the contemporary organizational settings because the knowledge provides hiring managers with the skills needed to hire employees who are predisposed to engagement. Some of the limitations that underlined the study included the complexity in drawing results from the cross-sectional design engaged.

References

Kataria, A., Rastogi, R., & Garg, P. (2013). Organizational effectiveness as a function of employee engagement. South Asian Journal of Management, 20(4), 56.

Biswas, S. (2010). Relationship between psychological climate and turnover intentions and its impact on organisational effectiveness: A study in Indian organisations. IIMB Management Review, 22(3), 102-110.

Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.