It can be agreed with Armstrong that, albeit the concept of engagement is incline to be interpreted in several ways, more strictly associating it with the idea of organizational commitment may actually leave room for doubt about its real and widely recognized meaning. The idea nowadays most broadly associated with engagement is typically job-related. Engagement seen from the employer perspective should hence be considered as the bundle of activities and initiatives planned and implemented by this in order to:
Taking into consideration the concept of engagement as defined by the US Conference Board and the British IES, benefits or strategic benefits how referred to by Hemsley (2011), should be regarded as useful to retain employees and to keep these committed to an organization; safe in the knowledge that committed individuals are not necessarily engaged individuals. This approach, notwithstanding, can actually be considered debatable in that whether an individual has decided to leave his/her current employer and has actively started to seek another job, it is hardly believable that such a decision have been actually made by reason of the weakness of the benefits package offered by the current employer, unless the organization is offering overall financial reward packages completely unaligned with the local labour market. In general, such decisions are indeed based on well-different grounds.
It could be contended that to some extent benefits and reward may help employers
to retain employees. Taking as axiomatic that, when seeking for a new job, individuals
only care about financial reward, it would really make no sense leaving the
current employer for a new one offering a reward package similar to that which they
already receive. Under similar circumstances individuals would possibly opt to
better remain with the current employer. Yet, employees know how things go within
their current organization (which could sometimes be just the reason why individuals
decide to leave), but they surely know little or nothing about how things would
go once having eventually joined a new organization; things may potentially go
worse. As a general rule, unless the worth of the reward package offered by the
new employer is remarkably more considerable than the current one, it is
unlikely that an individual might decide to leave an organization for joining a
different one exclusively on account of financial-reward-related reasons.
One of the most, arguably the most, important element and characteristic at the basis of employee commitment is invariably represented by consistency and integrity. Individuals are very sensitive to any discrepancy eventually emerging between what employers communicate and foster on paper and what they actually do in practice. Employers have hence to invariably talk the talk and walk the walk.
The influence of the exogenous environment
The reason for jobseekers preference having shifted from “increase job
satisfaction” to “increase salary/benefits” when looking for a new job, can
very likely be explained by the deterioration of employee standard of living at
large. The same study suggests that only 7 percent
of the respondents reported that their standard of living has actually
improved, whilst 56 percent said that it has remained the same and 36 percent
reported a worsening situation (CIPD, 2011).
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