Cognitive Employee Engagement

 

(Insititute for Learning and Performance,2018)

Gaining a competitive advantage will depend more and more on your ability to draw in, keep, and develop talent. As a result, businesses are vying for the talents of individuals who exhibit high levels of competence and effectiveness at work (Berger and Berger, 2004).

Companies that are aware of the conditions that foster employee engagement will have achieved something that rivals will find very difficult to replicate. Organizations must increasingly rely on employees to act in a manner that is in line with the goals of the organization because employees are likely to face more unanticipated and ambiguous decision-making situations. In addition, a lot of employees are looking for workplaces where they can feel like they are making a positive contribution to something bigger than themselves and where they can be engaged.

According to Lockwood (2007), the behavioural factor is the value-added component that is reflected in the amount of effort that employees put into their work. Employee engagement is defined as "a condition of an employee who feels involved, committed, passionate, and empowered and demonstrates those feelings in work behaviour" by Mone and London (2010). According to this definition, it is the level of commitment and involvement an employee has toward their organization and its values. A two-way relationship between the employer and employee is necessary for the organization to work toward the development and maintenance of engagement. Subsequently, employee commitment is an indicator that decides the relationship of an individual with the association.

"Cultivating employee engagement should not come at the cost of employee health and well-being”. (Noha Gaber,2018).

These are few ways to try to increase and maintain employee engagement are as follows:

•           Inspire cooperation.

•           Make associations.

•           Create a common vision.

•           Put health and well-being first.

•           Demonstrate to employees the goal of their work.

•           Improve adaptability.

•           Make a comprehensive plan for onboarding.

•           Show gratitude.

•           Be specific in goals.

Cognitive engagement means that employees are aware of and engaged with the organization’s overall plans and know what they need to achieve the best possible return on their job efforts. Employees must understand their employer’s vision and strategies to be fully engaged at this stage. As a result, employees ought to be recognized as significant contributors to an organization's competitive position more than any other factor. Engaged employees can assist your organization in carrying out its strategy, achieving important business results, and achieving its mission. As a result, employee engagement ought to be an ongoing process of improvement, learning, measurement, and action. For practitioners, this paper has important implications.

 

Reference

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Bakker, A. and Schaufeli, W., (2008). Positive organizational behavior: engaged employees in flourishing organizations, Journal of Organizational Behavior, Vol. 29, Issue 2, pp. 147 – 154.

Bates, S. (2004). ‗Getting engaged‘, HR Magazine, Vol. 49, No 2, pp 44-51.

Berger, L. and Berger, D. (2004). First, break all the rules: What the world‘s greatest managers do differently. New York, NY: Simon & Shuster. Coffman, C. &

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