Abstract:

Human resource management is one of the most difficult aspects of organizational management. Managing staff and their motivation is a significant, developing and promising direction full of hitherto unexplored resources. Any organisation head dreams of motivated employees who are fully dedicated to their work. Such employees work efficiently, are responsible for the outcomes, work well as part of a team or individually, improve their skills and share knowledge. The concept of employee engagement emerged in the 1990s: the study of engagement began to develop in parallel with theoretical and empirical research into employee satisfaction, loyalty, trustworthiness, and self-motivation. Employee engagement increases profits, enhances customer loyalty and the quality of goods and services, and leads to employees working with full dedication. High level of engagement reduces the costs of recruiting, training and retaining employees. The authors studied employee engagement in an enterprise following a reported decline in employee engagement index using observation, survey and interviews. The results showed that engagement is related to the work performed, and the specifics of the profession. The authors supplemented the survey with answer options. The corporate programmes aimed at increasing employee involvement should not only include a common part, but also a part that takes into account the specifics of the department and profession, and may depend on whether the staff works in production, management or marketing. Age, gender and length of service may also be relevant. A “good” leader knows the people in the organisation. Involving staff in feedback on activities that promote and increase engagement can improve the situation.