Job Engagement and Employee Performance: Toward Organizational growth and Employee Motivation.-2

Job Engagement and Employee Performance: Toward Organizational growth and Employee Motivation.

Studies have shown in recent years that there are more disengaged and actively disengaged employees in today's organizations in many countries than engaged employees . Job engagement simply means " passion for work". To crown it all, it is even much more harder to build engagement within the specific group of employees in a situation when the knowledge about the specifics of their work-life is relatively missing. Thus, to CEO's job engagement is one of the top five most important challenges for management.


An individual's expressed intention to leave  their organization is generally regarded as an important measure of how they are feeling about their work. Engaged employees are likely to have greater attachment to their organization and  a lower tendency to quit.
From research findings, according to (Buckingham 2001) identified three discrete groups of employees, engaged employee, non engaged employees and actively disengaged employees. the findings indicated that the majority (63%) of employees fell into the non engange employees category. These employees were characterized as  being productive in the sense of doing what ere asked of them but where not instrumentally motivated; they could be tempted  by job vacancy else where and were responsive to financial incentives, but cynical about higher-order appears to loyalty.



Of the sample, 17% fell into the engaged employees category; these employees where characterized as being loyal committed, productive and task-effective. Actively disengaged formed the remaining  20% of the sample and comprised employees who were physically present, but psychologically absent. These employees demonstrated behavioral attitudes that were negative, unco-operative and even hostile.  Thus, what is the way forward?