4. Employee Engagement in IT Sector Employees..

“Employee engagement is best defined as the extent to which people value, enjoy and believe in what their job profiles; it is also the level of commitment, enthusiasm and involvement an employee has towards their organization and its values” (Shamsi & Saxena, 2014).

In an organization there are both satisfied and not-satisfied employees. It’s not correct to say, satisfied employees are more productive and loyal (Prabhakar & Reddy, 2016). This is where the employee engagement comes into play, only the engaged employees are more passionate, committed to what they do, and most importantly they are psychologically and emotionally bound to organization (Prabhakar & Reddy, 2016).  

Employees who are happy are not always engaged (Sathyanarayana, et al., 2017). There is a direct relationship between employee engagement and the productivity (Maitland, 2005). There are several levels of employee engagement, Engaged, Non-Engaged and Actively Disengaged (Prabhakar & Reddy, 2016).

(Anon., 2004)

A company will have an advantage over its competitors in terms of productivity and low employee turnover and will be able to provide quality output when employees are more engaged (Sivasubramanian & Rupa, 2017). Sometimes engaged employees will act as brand ambassadors to support in downwards movements of a company, (Prabhakar & Reddy, 2016).

(Anon., 2004)

According to the latest NASSCOM report, to enroll employees permanently to organizational growth and to their growth, is far challenging than keeping employees satisfied (Prabhakar & Reddy, 2016). The main factors which affects an IT employee to be engaged with their company are job security, career growth, superior support, training to excel their profession, travelling convenience, fair pay, work in a domain which they like, etc. (Prabhakar & Reddy, 2016).

Employee engagement can be increased by implementing successful HR policies. Further, providing better recognition and development opportunities, enjoyable work environment, improve both upwards and downwards communication, etc. will stimulate employees to be highly engaged (Prabhakar & Reddy, 2016) (Sathyanarayana, et al., 2017).

References

Anon., 2004. Driving Performance and Retention Through Employee Engagement, Washington: Corporate Leadership Council research.

Maitland, R., 2005. How happy employees mean bigger profits.. People Management, 11(4), p. 101.

Prabhakar, G. V. & Reddy, S. G., 2016. Employee Engagement in the IT Industry – Evidence from India. Strategic Management Quarterly, 4(1), pp. 61-86.

Sathyanarayana, S., Gargesha, S. & Bellave, L., 2017. DETERMINANTS OF EMPLOYEE ENGAGEMENT IN INDIAN IT SECTOR. Singaporean Journal of BuSineSS economicS, and management StudieS (SJBem), 5(6).

Shamsi, A. M. & Saxena, A., 2014. The perspective and scenario of employee engagement in companies of Northern India. International Research journal of Management Sociology & Humanities, 5(6), p. 2277–9809.

Sivasubramanian & Rupa, 2017. AN EMPIRICAL STUDY ON EMPLOYEE ENGAGEMENT WITH REFERENCE TO IT SECTOR IN CHENNAI. Journal of Management (JOM), 4(1), pp. 18-28.