The salient organizational development challenge in modern times is that of building a highly engaged workforce that is committed, productive and innovative. Employees wish to give their very best at work. Organizations also make every effort to provide an atmosphere where people can do their best. However, despite intensive efforts from both sides, engagement still remains elusive. This book emphasizes the role that the employee and the institution need to play, in order to make people engagement possible. It spells out a novel engagement paradigm that starts from the fundamentals i.e. the intrinsic nature of the human being and the basic nature of organizational work in modern society. The text goes on to identify an appreciative culture and a holistic structure as the two foundational pillars that support people engagement in organizations. The engagement capabilities that are required for fulfilling the responsibilities at each organizational level are then articulated in great detail. Through numerous originally developed process frameworks, accompanied by several comprehensive organizational case studies drawn from across the world, the book illustrates how people engagement actually happens in practice. The goal is to show how organizational vitality may be seamlessly created alongside individual fulfillment.
Chapter 2: The Engagement Imperative
The Engagement Imperative
The Engagement Paradigm
Source: Samatvam Academy
Employee engagement refers to the strength of the mental and emotional connection that an employee feels towards his/her place of work. In 1990, Professor William Kahn of Boston University proposed the definition of engagement as ‘the harnessing of organization members’ selves to their work roles’.
Kahn looked upon personal engagement as the simultaneous employment and expression of a person's ‘preferred’ self in task behaviours that promote connections to the work and to other people, personal [Page 27]presence and active full role performances.1 He reported that people employ and express themselves physically, cognitively and emotionally during role performances when they are ‘engaged’.
According to Kahn, ...