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Belongingness is the human emotional need to be an accepted member of a group.Whether it is family, friends, co-workers, a religion, or something else, some people tend to have an 'inherent' desire to belong and be an important part of something greater than themselves.
A recently hired employee might feel a need for affiliation to have their idea heard because they feel this is the best course of action. If that person's idea is a success then that individual will feel a sense of achievement. Thus, being new the employee, he decides to involve himself so he feels a sense of belonging to the rest of the employees.
Employee engagement is a direct reflection of how employees feel about their relationship with the boss." [26] Perceptions of the ethos and values of the organization – "'Inspiration and values' is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk.
The Gallup survey found that a third of employees don’t know if their company has employee assistance programs, and of those who do, 81% don’t use them. To fix that, engagement, communication ...
Specifically, they feel that the attention they are receiving is unique from the attention that other employees are receiving. [9] The basic understanding of superior-subordinate relationships lies in the foundation that the habits of a superior tend to have the power to create productive or counterproductive environments.
The third level of needs is social affiliation and belonging. [28] This is the need to be social, have friends, and feel like one belongs and is loved. Implementing employee participation programs can help fulfill the need to belong. [29] Rewards such as acknowledging an employee's contributions can also satisfy these social and love needs. [29]
Once basic needs are met, individuals are motivated by higher-level needs, such as belongingness and esteem. In the context of OCB, employees who feel a sense of belonging and recognition are more likely to engage in discretionary behaviors that benefit the organization. [7] Another relevant theory is Frederick Herzberg's Two-Factor Theory. [8]
According to Gallup’s 2024 report, a growing number of employees experience stress, burnout, and disengagement, with only 23% of workers worldwide feeling engaged at work. The report identifies a well-being deficit, where organizations fail to recognize the impact of emotions on employee motivation, decision-making, and performance (Gallup ...