Theories and Models of Employee Engagement

 

There are several theories and models related to the employee engagement in business world. Those models provide a framework for engaging with your employees to make them feel valued, trusted and happy in the workplace and it underpins company culture and informs workplace policies and management behaviors. Moreover, when those models are used effectively, it fosters a more positive and caring work environment, improves employee satisfaction and drives greater productivity as well and below mentioned theories and models can be identified as most famous theories and models of employee engagement in business world

• Maslow’s Theory, which is based on Maslow’s hierarchy of needs
• Kahn’s employee engagement model
• AON-Hewitt Model
• Zinger Model
• Deloitte Model
• Gallup Model

 Kahn’s Employee Engagement Model

Psychologist William Kahn was one of the first experts to use the phrase “employee engagement in the business world and it defines the term as “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances.” In that Kahn’s employee engagement theory, identified 3 main factors that affect whether an employee can meaningfully connect with the organizational mission, company culture, and daily tasks of the role.

1. Safety. Employees are more likely to get involved and feel positive about their role and contribution if they feel psychologically safe in the workplace and this means they don’t fear judgment or punishment from their peers or management.
2. Meaningfulness. This is describing, if employees understand how their work contributes towards a meaningful goal, they’re more likely to enjoy their work and make a significant effort.
3. Availability. Team members should feel that the demands of their role are reasonable and achievable if they have the mental and physical capacity to succeed in their job. Although this challenge is important for development and job satisfaction, there should also be a healthy work-life balance.

Further, The Kahn employee engagement theory promotes a more holistic approach and It aims to create a more cohesive strategy that tackles all of an employee’s needs, rather than short-term motivational initiatives. With that approach, this theory mainly focusses on improving employee engagement by creating a safe environment, welcoming feedback and designing their own roles and responsibilities to achieve organizational goals.

Further, The Kahn employee engagement theory promotes a more holistic approach and It aims to create a more cohesive strategy that tackles all of an employee’s needs, rather than short-term motivational initiatives. With that approach, this theory mainly focusses on improving employee engagement by creating a safe environment, welcoming feedback and designing their own roles and responsibilities to achieve organizational goals.

 

In Kahn’s employment engagement theory, employee involvement can be identified under 3 dimensions which are,

Under 3 dimensions which are,

1.     Physical engagement ​ 

•      This is a measure of how much effort individuals put in while doing their duties, both physically and mentally. 
•      Kahn cited examples of employees who said they felt like they were 'flying about' while at work because they were so engaged. 
•      Confidence can be boosted by being able to use both physical and mental energy at work, according to him.

2.     Cognitive engagement ​ 

·       Employees need to know what their employer's vision and strategy are, and what performance they need to give in order to contribute to them as much as possible, in order to be engaged at this level. 

3.     Emotional engagement

      

• The organization must learn how to foster a feeling of community among its employees so that they may put their faith in and support the company's core values and mission. 
• Kahn emphasized the importance of positive interpersonal relations, group dynamics, and management styles in creating a safe and trusting workplace.

Maslow’s Employee Engagement Model

Maslow’s employee engagement model is one of the famous theories, focuses on the human needs that have to be met to create a positive workplace experience and this model is describes the five basic human needs physiological, safety, love and belonging, esteem and self-actualization leads to higher employee engagement and motivation. The Maslow model lists human necessities in a hierarchical pyramid. This sets out that needs in the first level of the pyramid must be met before moving up to the next level. The necessities ascend from basic needs to higher-level needs and are categorized as follows

Here's how Maslow's Hierarchy of Needs can be interpreted in the context of the workplace and employee engagement:

Physiological needs = Money

Money is a fundamental motivator. It enables employees to satisfy basic necessities such as housing, food, and clothing. If an employee's job only fulfills this need, they may become disengaged. Such employees often work solely for financial reasons because they have to.

Safety needs = Job security

In terms of work and engagement, safety translates to job security. Employees desire the assurance that their job will remain secure without the threat of termination. If employees sense instability in their position, they may focus on seeking new opportunities rather than contributing to their current role, as they do not foresee a future there. Conversely, employees who's physiological and safety needs are met will attend work to earn a living and retain their stable position.

Love and belonging needs = Camaraderie & inclusion with coworkers

Lately, feeling a sense of belonging at work has gained importance. Employees who experience belongingness are confident, supported, and valued. They freely share ideas, feeling backed by their leaders and peers. Signs of an engaged workforce emerge at this stage, with team members actively participating and impacting the organization.

Esteem needs = Importance and purpose of work

Boosting employee morale and self-esteem involves helping them find purpose in their work. When a company's purpose aligns with its employees, they can see the significance of their contributions.

Self-actualization needs = Room to grow

In a professional setting, self-actualization is often seen as the opportunity for growth. Employees at this stage are usually proactive and self-directed, thriving with minimal encouragement and seeking personal development.

Gallup's Q12 Model

In employee engagement theories, Gallup has been a pioneer with consists of 12 key questions that help measure and improve employee engagement efforts and These questions focus on aspects like clarity of expectations, personal growth opportunities, and the relationship with supervisors and employees. As an example, Well-known global companies like Microsoft have effectively used the Gallup Q12 model to understand and enhance employee engagement levels, resulting in improved workplace morale and productivity.

The Gallup model measures employee engagement through responses to 12 key questions, including:

- I am aware of what is expected of me at work, and I have the chance to do what I excel at.

- I possess the necessary materials and equipment to perform my job effectively.

- In the past week, I have received recognition for my work.

- Someone at work cares about me as a person, and my opinions are valued.

- There is someone at work who supports my development.

These questions highlight the model's emphasis on an employee's ability to perform their job effectively while also considering their emotions and personal needs. Furthermore, it asserts that leaders and managers should assume responsibility for enhancing employee engagement.

References 

1. Maslow’s Theory of Employee Engagement

Reference:

• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396. Link
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson. Link

2. Kahn’s Employee Engagement Model

Reference:

• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724. Link
• Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619. Link

3. Gallup Model

Reference:

• Gallup. (2017). State of the Global Workplace: Employee engagement insights for business leaders worldwide. Link
• Gallup. (2021). Gallup Q12 Employee Engagement Survey. Link