“Employee Engagement” Management Facilitates the Recovery from Crisis Situations

Abstract

In modern information society, the approach to communication interaction is undergoing a transformation. This is due to the digitalization and convergence of information and communication processes. These changes have an impact on the technology of interaction between an enterprise and its stakeholders. In the event of a crisis, qualitatively built interaction is particularly important. The key group of stakeholders is the company’s employees. Too many organizations build the management system based on the belief that it is the top managers and managers that have a strong influence on the «company/employee» interaction. However, it is not so. The task of management is to increase employee engagement. The employees involved want their organization to succeed, because they feel that they are connected emotionally, socially and even spiritually, sharing its mission and goals. The modern management considers personnel as the most important and valuable resource used to produce goods and services, which were to be treated correspondingly. The article covers the analysis of the relationship between employee engagement and company’s business results. The theoretical basis of the article are the views of Ch. Handy, A. Giddens, J. Fleming, J. Asplund, J.K. Harter, M. Buckingham, C. Coffman, Lev B. and others who made contribution to the employee engagement literature. The authors show that the employees are the key resource in resolving a crisis. The ability of the company’s management to demonstrate to employees the understanding of the concerns about their destinies and the ability to mobilize staff to overcome difficulties jointly play an important role in a situation of uncertainty. The article emphasis is put on the important employee engagement instruments as employer brand and internal PR.