Competing through Employee Engagement

Employee engagement is a positive force that motivates and connects employees with their organization, either emotionally, cognitively, or physically (Kahn, 1990; Wellins and Concelman, 2005). According to MacLeod and Clarke (2011), people give a business a competitive advantage, are a prized asset and are essential to raising productivity levels. Therefore, a corporation should prioritize motivating its workforce on both an intellectual and emotional level. 

The success of firms depends on employee engagement, which is a key factor. As a result, managers should make an effort to make work meaningful, such as by learning about and trying to address any issues that employees may be having (Biswas et al., 2013).

Employees that are engaged typically feel loyal, passionate, involved, and empowered, and they demonstrate these emotions in their conduct at work (Truss et al., 2006). More precisely, these workers have a lot of energy, are enthusiastic about their jobs, and are frequently completely absorbed in them, making the time they spend at work fly by (Macey and Schneider, 2008; May et al., 2004).

Abraham Maslow made the popular pyramid that positioned human necessities arranged by significance. At the lower part of the pyramid sit fundamental necessities like food and a safe house, while at the highest point of the pyramid are less earnest requirements like self-completion. To address the issues at the highest point of the pyramid, one must initially require the most essential necessities. Significance without help and security, a representative can't arrive at maximum capacity. 

Tesco has the UK's biggest confidential area labor force - 295,000 representatives, each with their own singular necessities and assumptions concerning their work and vocation. Tune in and Fix is the greatest listening exercise Tesco has at any point embraced. Our targets in endeavor it was to make Tesco a superior spot to shop and work by means of a more connected with the labor force, and to acquire a more profound comprehension of what truly made a difference in every aspect of the business: in our stores and dispersion; at Tesco.com and Tesco Bank; and at our administrative center. (Judith Nelson, 2012).

Some of the strategies implemented at Tesco for implementing Employee Engagement as a competitive advantage are as follows,

• Low barrier to participation
• Anonymous responses
• Helicopter view
• Significant investment
• Two-way communication

Employee Engagement brings about workers' responsibility and devotion to the organization, arrangement with the organization's objectives and goals, representative fulfilment, and maintenance of ability and efficiency, in addition to other things. This prompts better client support and thus, more noteworthy consumer loyalty, dependability, and maintenance. What's more, this prompts an expanded portion of the overall industry, more prominent benefits, deals development, and expanded investor esteem. 

Reference

Biswas, S., Varma, A. and Ramaswami, A. (2013), “Linking distributive and procedural justice to employee engagement through social exchange: a field study in India”, International Journal of Human Resource Management, Vol. 24 No. 8, pp. 1570-1587.

Kahn, A. (1990), “Psychological conditions of personal engagement and disengagement at work”, Academy of Management Journal, Vol. 33 No. 4, pp. 692-724.

MacLeod, D. and Clarke, N. (2011), “Engaging for Success: Enhancing Performance Through Employee Engagement”, Department for Business Innovation and Skills, London.

Macey, W. and Schneider, B. (2008), “The meaning of employee engagement”, Industrial and Organizational Psychology, Vol. 1 No. 1, pp. 3-30.

Wellins, R. and Concelman, J. (2005), “Creating a culture for engagement”, Workforce Performance Solutions, Vol. 4, pp. 1-4.