Employee Engagement Factor for Organizational Excellence

Abstract

The objective of this publication is to identify ways to increase employee engagement in Bulgarian business organizations and identify how such employee engagement affects employee and company performance. Design/methodology/approach: Our research is based on the evaluation of employee engagement methodologies used by well-known companies such as Gallup HCM Advisory Group, Deloitte and Aon Hewitt. Based on these, we derive the factors influencing employee engagement in Bulgarian companies. Findings: This work focuses on management, in recent years, aimed at retaining and developing the best employees, and their evolution into reliable potential leaders of the organization. This is undertaken to maintain and increase the number of those engaged in the business of company employees as well. The management of a successful leader is considered key to increasing employee engagement. Employee commitment implies something special, additional or atypical in the performance of tasks and job role. This is a behaviour that involves innovation, demonstrating initiative via proactive seeking of opportunities that contribute to the company and exceeding the expected standard of employee performance. The findings can strengthen the already-significant role of management. There is no universal way to increase employee engagement and motivation towards increased productivity, activity, and creativity. Research limitations/implications: The study has been undertaken for employees in Bulgaria.

The Effect of Employee Desire and Employee Engagement on Organizational Performance: Evidence from ICT Sector in Kerala, India

“…The engaged employees internalize the goals and strategies of the organization, contribute effectively and perceive organizational success as their own success (Stoyanova & Iliev, 2017). Engaged employees are passionate about entertaining their customers.…”

Want Engaged Employees? Encourage Human Resource and Enhance Organizational Connectedness

“…Organizations with low employee engagement suffer from 65% lower share price over time, 37% lower job growth, 16% lower profitability, and 18% lower productivity (Seppälä & Cameron, 2015). On the other hand, companies with disengaged employees suffer from the waste of effort, earn less commitment from the workers, face raised absenteeism, and have less customer orientation, less labor productivity, and reduced operating and net profit margins (Stoyanova & Iliev, 2017).…”

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“…They mentioned the study conducted by Harter et al (2002), saying employee engagement is a "soft index" that impacts the efficiency of organizations. Stoyanova and Iliev (2017) used the methodology adopted by Gallup HCM Advisory Group, Deloitte, and Aon Hewitt to study employee engagement and derive the factors influencing employee engagement in Bulgarian companies. Stoyanova and Iliev (2017) concluded that engaged employees are willing to contribute and know precisely how to work effectively because they clearly understand their employer's goals and strategy.…”

“…Stoyanova and Iliev (2017) used the methodology adopted by Gallup HCM Advisory Group, Deloitte, and Aon Hewitt to study employee engagement and derive the factors influencing employee engagement in Bulgarian companies. Stoyanova and Iliev (2017) concluded that engaged employees are willing to contribute and know precisely how to work effectively because they clearly understand their employer's goals and strategy. Organizations with engaged employees have a higher level of employee retention due to reduced turnover and intention to leave the company, performance, gainfulness, customer satisfaction, and growth.…”