Employee Engagement Practices in IT Sector Vis-à-Vis Other Sectors in India

Employee Engagement Practices in IT Sector Vis-à-Vis Other Sectors in India

Jitendra Singh Tomar (School of Business, Amity University Uttar Pradesh, Noida (UP), India)
DOI: 10.4018/IJHCITP.2017070101

Abstract

Employee engagement is an important notion built around the concepts of job satisfaction, employee commitment, retention of talent, that impacts organizational performance. The disengaged employees lead to loss of productivity, procedural imbalances, and decreased efficacy. Organizations are addressing the work force and their job performance, task performance, organizational citizenship behavior, productivity, discretionary effort, effective commitment, and continuance commitment. Engaged employees are emotionally connected with their organization, and are enthusiastic about their job and success of the organization. The employment engagement practices are soulfully needed to understand the employee, give them healthier environment to work, let them grow professionally, award them, and keep them happy, irrespective of the business sector. This study intends to explore the employee engagement practices in Indian IT Sector and compare them with the engagement practices in other leading sectors in India. The study also assesses various engagement attributes in Indian IT organizations.
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Introduction

Human asset is a key component of any organization and is core to its competitiveness and success. HR practices are designed to address job performance, task performance, organizational citizenship behaviour, productivity, affective and continuance commitment of its manpower to keep them engaged. The investment in people is one key area that lean organizations are focusing on (Maskell et. al., 2011).

Employee engagement is a key driver for organizational success (Lockwood, 2007). A strong engagement translates into retention of talent, foster customer loyalty, and improve organizational performance (Lockwood, 2007). It impacts productivity, profits, and customer satisfaction (Harter et. al., 2002), and make employees happier, satisfied, and more fulfilled. Organizations use employee's talent, knowledge, skills, and vigour. Knowing engagement levels of the enterprise workforce can impact success (Havill, 2010). Organizations assign competency based roles to cognitively, emotionally, and behaviourally invest employees in their work. Employees proactively use novel information to modify their work environment to stay engaged (Baker, 2011). Organizations are realizing that advancements will be fruitful only with wilful involvement of the employees. Concepts like OCB advocate that efficiency and productivity lie within the employees’ ability and commitment. The enterprises are solicitous in investing resources to improve engagement (Xu & Thomas, 2011) and prioritize employee involvement and empowerment (Maskell et. al., 2011). The resources invested are reckoned necessary for enterprises’ growth (Brás & Rodrigues, 2007) Enterprises are adopting techniques like gamification and persuasive technologies which impact people’s behaviour, motivate them, engage them and impact work environment (Herranz et. al., 2015).

Employee engagement may lead to vital job creation in Asian countries (Gallup, 2013). It is higher in double-digit growth organizations which exceed average industry growth (Markos & Sridevi, 2010). In a developing country like India, good engagement practices may increase organization’s efficiency to contribute towards holistic growth of economy.

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