Job engagement:

We define job engagement as a persons enthusiasm and involvement in his or her

job. People who are highly engaged in their jobs identify personally with the job and
are motivated by the work itself. They tend to work harder and more productively
than others and are more likely to produce the results their customers and
organizations want. For instance, engaged employees report that: Their jobs make
good use of their skills and abilities, their work is challenging and stimulating and
they find self accomplishment with the work they do.

Employee engagement in a workplace is important to ensure that employees are

committed to their organizations goals and values, motivated to contribute to
organizational success, and are able at the same time to enhance their own sense of
well-being. When organizations involve the employee in the job engagement they
would build a strong relationship between the employee and themselves with clear
evidence of trust and fairness based on mutual respect.
Goal-Setting Theory:
The Goal Setting Theory was proposed by Prof. Edwin Locke. According to the
theory, people who have more difficult but attainable goals perform better than those
who have less difficult goals. Goals can be either directional goals or accuracy goals.
Goals can motivate people toward accomplishing them based on the extent to which
they have clarity, challenge, commitment, feedback, and task complexity.
Managers cannot constantly drive motivation, or keep track of an employees work
on a continuous basis. Goals are therefore an important tool for managers, since
goals have the ability to function as a self-regulatory mechanism that helps
employees prioritize tasks.
Firstly, Goals need to be clear and measurable such as: My goal is to reduce
maintenance downtime by 15 percent. Secondly, goals must be challenging, with
achievement as the final payoff. Thirdly, employees must feel like part of the goalsetting process to be committed to a clearly relevant goal. Next, there must be a
program that involves feedback, recognition and progress reports. Lastly, the task
must be complex but not overwhelming, with sufficient time and resources available.

The more employees are motivated, the more they are stimulated and interested in
accepting goals. These success factors are interdependent. For example, the
expected outcomes of goals are positively influenced when employees are involved
in the goal setting process. Not only does participation increase commitment in
attaining the goals that are set, participation influences self-efficacy as well.
Additionally, feedback is necessary to monitor one's progress. When feedback is not
present, an employee might think (s)he is not making enough progress. This can
reduce self-efficacy and thereby harm the performance outcomes in the long run.