Employee Engagement in the Oil & Gas Sector Essay

1. IntroductionAccording to Aon Hewitt (2012), employee intimacy refers to the state of emotional and gifted matter that motivates employees to do their best become out by dint of examination of employees train of plight relative to the giving medications antecedents (p.5). Scarlett (2010) defines employee particular date as the measurable degree of an employees positive or negative emotional concomitant to their job, colleagues and face that profoundly influences their ordainingness to learn and perform at the constituteplace. white (2011) however states that employee mesh topology represents an alignment of maximal job satisfaction with maximum job contri yetion (p.5). Varied statistics show that employee involvement is a minded(p) aspect in enhancing an cheeks productivity. Beddoes (2011) states that engagement levels are stabilizing globally with a 58% increase in 2011 as compared to 56% in 2010, with the greatest levels experienced in Asia Pacific and Europe .After the stinting crisis, engagement levels lagged but economic indicators show increasing improvement among 2009 and 2010 around the globe (Aon Hewitt, 2012). Minton (n.d.) states that four out of ten employees are not engaged translating into 58% engaged and 42% partially or tout ensemble disengaged, with motivational factors, life rise upment opportunities, employee recognition and the governings paper playing a major contributory factor to the results. This study has genuine the following objectives (1) appellation of employee engagement levels/ poses, (2) identification of employee engagement drivers. (3) Identification of hard-hitting ways to engage employees, (4) advantages realised by having an engaged blend in force.2. net lam Model/ Levels Aon Hewitt (2012) define engagement model as a model that determines employee engagement levels in the organisation through examining employees level of engagement towards the organisation in the relation to the set organisat ional antecedents (p.5). This model states that engagement in adepts dress or organisation is an individual choice but regularly influenced by group affiliations, developed by the employees, psychological and behavioral capacity regarding the organisation. The management particularly world resource managers should incorporate, encourage and develop the models components while relating with the employees.The model incorporates three main components (1) consecrate component that encourages the management and employees to think and speak highly of the organisation and its activities to colleagues, electric potential employees and lymph nodes. (2) Stay component that encourages the employees to continually desire to be part of the high society through encouraging recognition, appraisal, teamwork and team building activities olibanum reducing employee disturbance and encouraging potential employees and clients (Schneider, White & Paul 1998). (3) Strive component that encourages gain of an organisational culture that encourages hard work and achievement of success, frankincense enhancing input of unembellished effort from employees which in turn evokes shipment and increase productivity. Incorporation of the in a higher place model leads to more engaged employees, which lead to change magnitude tonus delivery, client satisfaction and sales, which eventually leads to change magnitude cogency (Organ, Posdakoff & Mackenzie 2006).3. Engagement DriversSijts and Crim (2006) define engagement drivers as factors that increase employee engagement in organisation through good management of engagement levels. These drivers identify potential improvement areas in the organisation pertaining to employee engagement. These drivers are interrelated thus work in unison. Engagement drivers therefore help management identify lacking areas that prohibit employee potential, thus enhancing point on improvement efforts that promote productivity through increased emp loyee commitment (Organ, Posdakoff & MacKenzie 2006).3.1 Quality of Work LifeQuality of work life refers to presentation of a work environs whereby employees activities are prioritised through execution of work structure activities that deem the activities less routine thus more reward to the employees (Sigy, Efraty, Siegel & Lee 2001). It therefore involves groundwork of a conducive physical environment through availing the required resources needed for work execution such as proper safety clothing and equipment thus enhancing productivity and engagement. It also involves provokement of a work-life balance policy, which enables employees to clearly define and separate their work and social lives thus enhancing growth of an all-rounded employee, which enhances engagement leading to increased productivity (Richard & Deci 2000).3.2 federation PracticesThe organisations practices greatly contribute to employee engagement levels. Integration of synergistic human resource poli cies enhances employee involvement in decision making, which in turns motivates them thus enhancing employee engagement (Aon Hewitt 2012). Introduction of hard-hitting management performance policies lead enhance creation of efficacious performance management and appraisal remainss, which lead descry employees work input thus increasing their engagement leading to increased productivity (Cook, 2008). Extensive brand alignment through increased merchandising and advertising will enhance engagement, as employees will view the organisation as a long-term venture as it has demonstrated persistence of operations (Payne 2012). Increasing and developed organisational reputation will enhance engagement, as employees will be more at ease to work in a reputable organisation thus demonstrating its continuity and job security. study of a diversity culture relating to the organisations activities and employment of divers(a) individuals concerning race or gender, will enhance engagement, a s it will abolish any occurrences or fears of discrimination. According to Hynes (2012), creation of an effective communication system and structure will ensure that any important information pertaining to employees work activities or welfare are timely relayed thus enhancing growth and outgrowth of work interrelationships which enhance efficiency and authority of operations.3.3 Total RewardsOrganisations should clearly depict its reward structure, as this will contribute to the engagement or detachment of employees. Clear definition of employees expected pay and benefits package will enhance clear understanding about the pay package thus enhancing engagement (Harter, Schmidt & Theodore 2012). The crude embrocate and be adrift sector should also clearly stipulate systems utilise to determine recognition payments regarding bonus allocation.3.4 OpportunitiesTo effectively enhance employee engagement, organisations in the oil and petrol sector should clearly outline career o pportunities available to employees who take to further advance their careers within the organisation regarding promotions and transfers that contribute to career development. Organisations should also outline the available learning and development opportunities within the organisation (Richard & Deci 2000). such opportunities could take sponsorships, study leave and provision of work-study allowances.3.5 PeoplePeople entangled in the management, operational and end-user aspects of the organisation have a great intrusion on employees engagement. Organisations should therefore enhance creation of a proper work structure and culture that will enhance effective cooperation and communication among management, employees and customers (Aon Hewitt, 2012).This will in turn enhance development of interrelationships, leading to increased efficiency and effectiveness through increased employee engagement.3.6 Work ActivitiesAn organisations work structure can contribute to either engagemen t or insularity of employees within the organisation. Development of an elaborate and conclusive work structure will enhance clear development of work tasks, work processes, provision of necessary resources, hence providing the employees with a sense of accomplishment through effective and efficient execution of allocated work (Sahoo & Mishra 2012). This will therefore lead to increased employee engagement.4. shipway to Engage EmployeesEmployee engagement is essential to organisations in the oil and gas sector as it enhances efficiency and effectiveness through increased take. Incorporation of various aspects has been identified as potential ways to increase employee engagement. These aspects involve (1) enhancement of employee career opportunities by creating career path for employees through training them in preparation for their next career role by creation of askant growth opportunities (Aon Hewitt, 2012). (2) Increasing employee recognition through providing them with fe edback regarding their work activities and how to improve on them by providing the necessary reinforcements and also rewarding them for work well do (Cook, 2008). (3)Management should reach to engage the employees more with the organisation through its vision, direction and objectives by explaining to them why the employer is the most desirable by offering a compelling proposition, reward and work experience structure thus enhancing the organisations reputation as the most preferred employer (Payne, 2012). (4) Creation of an benignant communication structure through enhancement of corporate communication which will appeal to employees emotional, behavioural, psychological and social aspects thus enhancing commitment to the organisation (Hynes, 2012). (5) increase management of employee performance as employees will be effectively rewarded for their efforts thus enhancing employee engagement. (6) Provision of favourable pay as it will enhance employee engagement through provision of a pay and benefits package that is relative to their work performance (Zablah et al. 2012).5. Advantages of having Engaged EmployeesEmployee engagement directly relates and affects employee efficiency and effectiveness in relation to performance. Several advantages are extended to organisations in the oil and gas sector, which have employees who are actively engaged in the organisation and its production activities* Employees exhibit high levels of performance as they are highly incite leading to increased production that enhances efficiency and effectiveness. * Development of an interrelating link between employee engagement and profits realised thus leading to increased revenues that enhance organisational growth. * Leads to increased employee retention and loyalty, which enhances business success through efficient and effective production. * Enhances creation of a competitive environment which increases production thus enhancing effectiveness and increased profits. * Enhances team-work that provides new ideas that enhance innovation and creativity thus enhancing creation of new and effective products. * Development of brand ambassadors through employees for the organisations products thus enhancing merchandise and advertising activities which enhance profit realisation.6. Recommendationsi. Oil and gas companies should encourage employee engagement through creation of an organisational culture that develops engagement, through increased employers, leaders and stakeholders involvement in the process by enhancing team work and being a part of the process. ii. Increasing focus on drivers that provide the greatest collision in organisational improvement such as increasing opportunities for improvement which leads to increased rate of return due to increased profits. iii. Increased recognition of employee efforts through provision of feedback which in turn motivates them thus increasing productivity. iv. Organisations should continually bind with employees through regular communication of organisations strategy, which keeps them focussed on achievement of set organisational objectives. v. Creative creation of employee career growth opportunities by re-navigating employees expectations towards growth in areas that will satisfy growing business take such as lateral movements. vi. Selecting employees during recruitment who show aspects that encourage engagement such as loyalty, diversity and work aggressiveness.7. ConclusionEmployee engagement is a pertinent aspect in management of employees in the oil and gas industry. Clear understanding of the aspect regarding its impact on the organisation and occupation of the findings can lead to increased employee engagement through increased productivity, which increases the boilersuit profits realised thus enhancing the sectors growth. This has led to the identification and incorporation of various engagement models/ levels by organisations and they include stay and strive components. It has led to the identification of engagement drivers which enhance understanding of the drivers that contribute to increased employee engagement and how they can be incorporated.Engagement drivers include (1) Quality of work life which incorporates physical work environment and work-life balance. (2) Company practices which incorporate human resource policies, performance management, brand alignment, organisational representatives, diversity and communication. (3) Total rewards which incorporate pay, benefits and recognition. (4) Opportunities drive, which incorporates career opportunities, learning and development. (5) People drive, which incorporates management, employees, colleagues, people-focus and clients. (6) Work activities, which incorporate work tasks, work processes, resources and a sense of accomplishment. The study has also identified ways of enhancing employee engagement which include increasing career opportunities, increased recognition, enhancing organisational reputatio n, enhancing communication, enhancing performance management, and provision of fair stipend in relation to ones contribution.Employee engagement extends various advantages to the organisations, which include increased revenues, increased productivity, quality delivery, decreased turnover, increased employee loyalty and raise organisational reputation. Employee engagement is therefore a pertinent aspect in the oil and gas industry and should be considered to ensure that the organisations have increased quality delivery, productivity and revenue generation.