Abstract
An organization’s success and profitability depends upon the performance of its employees. Business leaders know that a high-performing workforce is essential for the achievement of strategic business goals. Therefore, it is important that the employees are fully committed towards the organization’s goals and are motivated to give their best efforts for achievement of these goals.
 Today, the companies have to survive the cut-throat competition and beat their competitors. Therefore, the physical and mental well-being of the employees becomes an important aspect which the HR managers need to focus on. The concept of employee engagement in the organizations is gaining importance.
 Employee engagement can be a deciding factor for an organization’s success in today’s competitive world. . High levels of employee engagement promote retention of talent, foster a sense of belongingness, improve organizational performance and increase the stakeholder value. Engaged employees are attached to the organization, enthusiastic about their work and take efforts beyond the employment contract. Thus, engaged employees can be seen as powerful source of competitive advantage.
 This paper provides a conceptual framework on employee engagement. Various drivers of employee engagement are discussed. The difficulties in measuring employee engagement are also analyzed. The paper also throws light on various strategies to be adopted for effective engagement.
Highlights
Can an organization achieve its goals and objectives if its employees are not fully committed towards their work? Will an organization be able to increase its productivity if the people working are not as productive as they could be? Is it possible for the company to even achieve operational efficiency when the employees are “going through motions” and are not mentally engaged in their work?Http://www.granthaalayah.com© International Journal of Research -GRANTHAALAYAH [77-87]Today, most of the organizations are trying to explore such questions in order to find out the impact of “engaged workforce” on organizational performance
With rapid globalization and cut-throat competition prevailing in the dynamic business environment it becomes important for the firms to adopt strategies for survival and growth
The attitudes reflect how a person feels about his job and organization and how passionate he is towards his job. This passion and willingness to take an extra mile beyond the contract of employment to help employer/organization achieve the predetermined desired level of success and performance is employee engagement
Summary
Can an organization achieve its goals and objectives if its employees are not fully committed towards their work? Will an organization be able to increase its productivity if the people working are not as productive as they could be? Is it possible for the company to even achieve operational efficiency when the employees are “going through motions” and are not mentally engaged in their work?. Can an organization achieve its goals and objectives if its employees are not fully committed towards their work? It is important for the firms to know that when the employees check-in, are they just physically present doing the work assigned to them or are they mentally and emotionally committed towards their work and the organization. People in the organization are the competitive differentiators that make the business firm leaders in the competitive world.HR managers are realizing this fact and are stressing upon high levels of engagement. [10] reviewed 140 articles in order to synthesize and conceptualize a working definition of employee engagement. [11] in their research enumerated specific limitations in the concept of work engagement and provided an independent construct by reconceptualizing it Their research uncovered areas for inconsistent definitions and interpretations and an understanding on how the concept of employee engagement evolved. [1] in their research provided a clear delineation between academic and organizational view of engagement. [13] proposed a conceptual model that focused on the correlation between work life balance and other variables such as employee engagement, emotional consonance/dissonance and turnover intention. [9] distinguished employee engagement with related concepts like employee commitment, organizational citizenship behavior and job satisfaction as it reflects a two way exchange of effort between employee and employer. [6] provided a career engagement model to be used by career counselors and employers to strategically enhance employee engagement through supporting career development. [11] in their research enumerated specific limitations in the concept of work engagement and provided an independent construct by reconceptualizing it
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