Why is the sense of belonging of employees decisive for the company's success?

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S.Rembach
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Nowadays a lot of value is placed on the commitment of the employees. The fact that a distinction has to be made between two forms of engagement is often overlooked. Commitment is not a simple topic that you can simply clear up between door and hinge, because companies have to differentiate between the enthusiasm of employees for their job and the enthusiasm for their employer. After all, it is possible that employees are very committed to their work, but do not feel connected to the entire company or vice versa.

 

When considering engagement, it is worth distinguishing between the two types. Only then can you develop separate strategies to meet the different needs. A multi-faceted approach is required to fully take into account motivation and engagement in the workplace.

 

In this post we take a look at the differences between work engagement and corporate engagement, along with a real-life example that shows what happens when the balance is wrong.

 

So what is employee engagement?

 

  1. Enthusiasm for one's own job

 

Of course - enthusiasm for one's own job is essential when considering commitment. The employee's relationship to their own work is called job engagement & focuses on the role of the individual in a company. The intrinsic motivation that an employee shares in his role and position in a company is elementary for the consideration of engagement.

 

Positive work engagement involves seeing a deeper meaning in the work done that extends beyond the next paycheck. The employee will attach a value to his personal role that is likely related to his own self-perception.

 

The way in which the individual perceives his work is crucial here; if he perceives it as valuable and important and makes a real difference to the overall picture, the commitment of the employees is usually significantly higher. A dedicated employee will take care of the entire organization and work to advance the goals of it all.

 

  1. Enthusiasm for one's own employer

 

Organizational commitment takes a much broader look at the topic. Instead of just focusing on the individual, it instead encompasses the employee's emotional commitment to the organization and its goals. Improving organizational engagement has significant business benefits; if all employees are equally committed to the common goal, productivity, motivation and cohesion increase.

 

Ensuring organizational commitment at all hierarchical levels is a widespread challenge for companies. There is always the risk that employees see their role as singular and not holistic; as a task to be done, which you leave behind and forget as soon as you are no longer at work. Successful commitment to one's own employer requires dedication to a corporate goal and the opportunity to be part of something bigger.

 

 

An exciting example

 

If operational engagement strikes you as more of a “nice to have” than a must, you might want to reconsider that attitude. The example below shows what happens when a company overlooks the importance of organizational engagement and the impact on its bottom lines.

 

A plumber visits a customer to fix a broken pipe. He is helpful, capable and goes out of his way to do a good job. The homeowner is delighted with his service and mentions that the bathroom will soon need to be renewed. The plumber smiles and winks at him. Then he reveals three methods to get the best deal possible; all include aspects of changing service providers.

The homeowner follows this advice and gets a substantial discount on the service provider.

So what can we take away from this story? It is certainly not uncommon, and some of us will have seen similar scenarios.

 

His commitment to his work:

Very high. The plumber prides itself on delivering excellent service and keeping its customers happy.

 

His commitment to his employer:

Very low. The plumber does not feel attached to his employer and undermines it in an effort to achieve customer satisfaction.

 

Result:

A happy customer who now generates less profit for the company. If there was an organizational commitment, however, this customer would still pay the normal price and would be just as satisfied with the service.

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