Most people have heard that customers are an organization’s number one priority, and it is true that without them, businesses would not exist. Employee engagement takes this philosophy a step further, and shifts the focus to a company’s employees. The viewpoint is that if companies take care of their greatest asset, their employees, the employees will take care of their customers.
Employee engagement is not merely job satisfaction. Rather, it is about connections and relationships. It is a mutual commitment between employees and employers whereby both parties are focused on accomplishing an organization’s vision, mission and goals. Highly engaged employees give above and beyond their job descriptions, and they are more committed to helping their companies succeed.
Unfortunately, disengaged employees are more likely to quit, and this leads to high turnover costs. Obviously, disengaged managers do not reap the benefits of the discretionary efforts. One study even found that disengaged employees would rather see their managers fired than receive a substantial increase in salary.
The business case for employee engagement is that it can unlock employees’ potential, and it results in a mutually beneficial outcome for both parties.
About the Author:
Dr. LaVena Wilkin has served as Sullivan University’s Ph.D. Program Director since June 2013. She holds a Ph.D. in Conflict Analysis and Resolution and is certified as a mediator, conflict coach and employee engagement facilitator. Dr. Wilkin is the editor of the Journal for Conflict Management, co-author of a book entitled Organizational Conflicts: Challenges and Solutions and a regular contributor to Louisville Business First newspaper. Her articles on employee engagement originally appeared in Business First’s “Consult the Experts” column.