Employee Engagement in the Oil & Gas Sector Essay Example for Free

Employee Engagement in the Oil Gas Sector Essay1. IntroductionAccording to Aon Hewitt (2012), employee battle refers to the state of emotional and dexterous involvement that motivates employees to do their best grow by dint of examination of employees level of assignment relative to the organizations antecedents (p.5). Scarlett (2010) defines employee utilisation as the measurable peak of an employees positive or negative emotional attachment to their job, colleagues and shaping that profoundly influences their willingness to learn and perform at the sprainplace.White (2011) however states that employee network represents an alignment of maximum job satisfaction with maximum job contribution (p. 5). Varied statistics show that employee action is a pertinent aspect in enhancing an ecesiss productivity. Beddoes (2011) states that engagement levels are stabilising globally with a 58% increase in 2011 as compared to 56% in 2010, with the greatest levels experienced in A sia Pacific and Europe.After the economic crisis, engagement levels lagged but economic indicators show increasing improvement between 2009 and 2010 around the globe (Aon Hewitt, 2012). Minton (n.d.) states that four out of ecstasy employees are not set-aside(p) translating into 58% engaged and 42% partially or totally disengaged, with motivational factors, career outgrowth opportunities, employee recognition and the organisations reputation playing a major contributory factor to the results. This study has developed the following objectives (1) identification of employee engagement levels/models, (2) identification of employee engagement drivers. (3) Identification of useful ways to engage employees, (4) advantages realised by having an engaged engage force.2. Engagement Model/ Levels Aon Hewitt (2012) define engagement model as a model that determines employee engagement levels in the organisation through with(predicate) examining employees level of engagement towards the or ganisation in the relation to the set organisational antecedents (p.5). This model states that engagement in ones snip or organisation is an individual choice but regularly influenced by group affiliations, developed by the employees, psychological and behavioural capacity regarding the organisation. The caution specially human resource managers should incorporate, encourage and develop the models components while relating with the employees.The model incorporates three main components (1) Say component that encourages the concern and employees to think and converse highly of the organisation and its activities to colleagues, potential employees and guests. (2) Stay component that encourages the employees to continually desire to be part of the company through encouraging recognition, appraisal, team subject field and team building activities indeed reducing employee turnover and encouraging potential employees and clients (Schneider, White Paul 1998). (3) Strive component th at encourages growth of an organisational culture that encourages hard work and achievement of success, thus enhancing commentary of extra effort from employees which in turn provokes commitment and increased productivity. Incorporation of the above model leads to more engaged employees, which lead to increased quality delivery, client satisfaction and sales, which eventually leads to increased efficiency (Organ, Posdakoff Mackenzie 2006).3. Engagement DriversSijts and Crim (2006) define engagement drivers as factors that increase employee engagement in organisation through effective 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 focus on improvement efforts that enhance productivity through increased employee commitment (O rgan, Posdakoff MacKenzie 2006).3.1 Quality of Work sustenanceQuality of work life refers to mental institution of a work environment whereby employees activities are prioritised through public presentation of work structure activities that deem the activities less bite thus more rewarding to the employees (Sigy, Efraty, Siegel Lee 2001). It therefore involves conception of a conducive physical environment through availing the required resources necessary for work execution such as proper safety clothing and equipment thus enhancing productivity and engagement. It also involves enhancement of a work-life balance policy, which enables employees to clear 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 Company PracticesThe organisations practices greatly contribute to employee engagement levels. Integration of interactive human resource policies enhances employee involvement in decision making, which in turns motivates them thus enhancing employee engagement (Aon Hewitt 2012). Introduction of effective management performance policies will enhance creation of high-octane performance management and appraisal systems, which will recognise employees work input thus increasing their engagement leading to increased productivity (Cook, 2008). ample pit alignment through increased marketing and advertising will enhance engagement, as employees will view the organisation as a long-term venture as it has demonstrated continuity of operations (Payne 2012). change magnitude 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. training of a diversity culture relating to the organisations activities and employment of diverse individuals concerning race or gender, will enhance engagement, as it will e radicate any occurrences or fears of discrimination. According to Hynes (2012), creation of an effective communion system and structure will ensure that any important information pertaining to employees work activities or welfare are timely relayed thus enhancing growth and development of work interrelationships which enhance efficiency and military posture of operations.3.3 Total RewardsOrganisations should clearly outline its reward structure, as this will contribute to the engagement or disengagement of employees. finish off definition of employees expected pay and benefits package will enhance clear understanding about the pay package thus enhancing engagement (Harter, Schmidt Theodore 2012). The oil and spoil sector should also clearly stipulate systems used to determine recognition payments regarding bonus allocation.3.4 OpportunitiesTo effectively enhance employee engagement, organisations in the oil and gas sector should clearly outline career opportunities available t o employees who want 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 include sponsorships, study leave and provision of work-study allowances.3.5 PeoplePeople involved in the management, operational and end-user aspects of the organisation have a great impact on employees engagement. Organisations should therefore enhance creation of a proper work structure and culture that will enhance effective cooperation and confabulation 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 tin can contribute to either engagement or disengagement of emp loyees 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. Ways to Engage EmployeesEmployee engagement is essential to organisations in the oil and gas sector as it enhances efficiency and effectiveness through increased production. Incorporation of various aspects has been identify as potential ways to increase employee engagement. These aspects include (1) Enhancement of employee career opportunities by creating career grade for employees through training them in preparation for their next career role by creation of lateral growth opportunities (Aon Hewitt, 2012). (2) Increasing employee recognition through providing them with feedback regarding their wor k activities and how to improve on them by providing the necessary reinforcements and also rewarding them for work well done (Cook, 2008). (3)Management should strive to engage the employees more with the organisation through its vision, mission 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 engaging communication structure through enhancement of corporate communication which will bring up to employees emotional, behavioural, psychological and social aspects thus enhancing commitment to the organisation (Hynes, 2012). (5) Increased management of employee performance as employees will be effectively rewarded for their efforts thus enhancing employee engagement. (6) Provision of well-situated 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 motivated 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 pro vides 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 marketing 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 impact in organisational improvement such as increasing opportunities for improvement which leads to increased rate of return imputable 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 connect with employees through regular c ommunication 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 emergence business needs 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 cover of the findings can lead to increased employee engagement through increased productivity, which increases the overall profits realised thus enhancing the sectors growth. This has led to the identification and internalisation of various engagement models/ levels by organisations and they include stay and strive components. It has led to the identific ation 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 reputation, enhancing communi cation, enhancing performance management, and provision of fair remuneration 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 enhanced 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.