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• W2300317900 abstract "The velocity of the word “employee engagement” has altered the entire HR professional as well as HR consultancies to dig, know and learn more about it. It is very vivid and obvious from previous surveys and studies that employee engagement yields many numerous advantages both for employer and employees. But is there any border line how much level of engagement is valuable and how much is not? Therefore, the present research paper finds the real lawbreaker of the company i.e. the highly engaged one who are very passionate about their job or disengaged ones who tends to emphasize duty rather than objectives. The qualitative method is used explore the answers. Conclusion of the study divulges that it is liability of leader to recognize the limitations of employee engagement level which will either facilitate or frustrate their performance on work. 1.INTRODUCTION 1.1 Employee Engagement To set a background, on the word engagement it is essential to inaugurate in what way and where it was originated. In an early discussion of the term, Watson and Tellengen (1985) conferred “engagement and disengagement as mood states and this mood incorporates ideas of arousal, astonishment and surprise in engagement whereas quiescent, quiet and still includes in disengagement”. Later in 1990 Kahn officially familiarized two terms in his prominent paper “personal engagement” and “personal disengagement” in “Psychological Conditions of Personal Engagement and Disengagement at Work”. After two years he coined “personal engagement” from theory driven from an ethnographic approach and underpinnings the thoughts and theory from the classic sociology work of Goffman (1959). The roles occupied by employees during work headed him in introducing this concept. Moreover, the word “employee engagement” turned out to be an instant invention in the professional world after the distinct book in 1999 by Buckingham and Coffman “First Break All the Rules-What the World’s Greatest Managers Do Differently”. A different group of researchers from social sciences field, assumed employee engaged as job flow where flow means it as “multidimensional construct which include skill, enjoyment, challenge and time” Csikszentmihalyi (1975, p.57). Maslach and Leiter (1997) psychological researchers say that engagement is contradictory of burnout. Burnout is the state when employee is no more connected with job and collapse from commitment. Management practitioners focused on verve part more, say according to Towers Perrin (2003) employee engagement is “unrestricted or discretionary effort defined as extra time, brainpower and energy”. With reference to social sciences literature, the concept of engagement is nearly related with two concepts; Job involvement and flow. Job involvement was developed by Brown (1996) who mentioned it “as extent to which the job conditions are crucial to the employee and his or her self”. Another related concept is flow proposed by Csikszentmihalyi (1975). Flow is regarded “as multi-dimensional construct which include skill, enjoyment, challenge and time” (p.57). Figure 1.1 displays a comprehensive development of employee engagement. Time (1975) At Present (2015) Figure 1.1: The Development of Employee Engagement Management practitioner defined employee engagement by focusing on unrestricted effort by employees. This “unrestricted or discretionary effort defined as extra time, brainpower and energy” by Towers Perrin (2003). The most eloquent explanation is propounded by Robinson, Perryman and Hayday (2004, p.9) which as follows: A positive attitude held by the employee towards the organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to nurture, maintain and grow the engagement, which requires a two-way relationship between employer and employee. Authors gives most significant drivers of engagement that instigated by any organization initiatives such as communication, training and development of employees, fair treatment, equal opportunities, career development, performance assessment, pay and benefit and many more. This also again depends upon the employee and what organizational initiatives they particularly lack. 1.2 Types of Engaged Employees The Gallup Organization (2006) categorized three types of engaged employees:" @default.
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• W2300317900 date "2016-03-01" @default.
• W2300317900 modified "2023-09-24" @default.
• W2300317900 title "DISENGAGED OR HIGHLY ENGAGED EMPLOYEES: WHO ARE THE TRUE LAWBREAKER?" @default.
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