My definition of an engaged employee is “an employee who takes ownership of the success of the organization and demonstrates initiative to positively transform the workplace.” This definition asserts that an engaged employee is fully vested in the success of his or her organization and actively participates in making it the best that it can be.
A lot has been written about employee engagement by academia, business, and consultancy and extensive scientific research has been conducted on the subject for many decades. While the research has produced various definitions of employee engagement, the findings consistently indicate that engagement has measurable positive impact on the organization.
The research has also consistently affirmed that the supervisor-employee relationship is the cornerstone of employee engagement and that managers and supervisors hold the keys to creating a culture that either engages or disengages employees.
According to the research, managers and supervisors who create an engaging environment achieve higher levels of:
- Employee retention,
- Company growth and profits,
- Employee willingness and ability to advance organizational priorities, and
- Customer loyalty and satisfaction.
The contrary is also true. Managers and supervisors who lack either the skill or desire to create a great work environment have a negative impact on employee engagement. This, in turn, is detrimental to the well-being of the organization, its employees, and its customers.
Thus, it is to every organization’s best interest to ensure that managers and supervisors are equipped with the skills and motivation to engage employees.
Researchers have developed numerous assessments and profiles to help companies develop and execute strategies to strengthen employee engagement. However, in order for these tools to be effective, managers and supervisors must have proficiency in the tools and have the capability and motivation to plan, develop, implement and evaluate the corresponding employee engagement strategies.
Regardless of the tools and strategies used, the bottom line is that employee engagement is not optional. It is vital for the success and well-being of every organization, its employees and its customers.
 Jensen, O.B. (2012). “The engagement of employees as a key to corporate success.” Dynamic Relationships Management Journal, 1(2), pp. 45 – 56. DOI 10.17708/DRMJ.2012.v01n02a05. Creative Commons Attribution-ShareAlike 4.0 International.