Employee Engagement in Organisational Context Part 1: Organizational Context

Part 1: Organizational
Context

Table of Contents
INTRODUCTION...........................................................................................................................1
Barriers to employee engagement in organisation.......................................................................1
Recommendations to overcome those barriers............................................................................3
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
Employee engagement in the term of organisation is that extent up to which employees
feel passionate in order to perform their work or job and are completely committed to a particular
organisation (Shuck, Adelson, and Reio Jr, 2017). In other words, it is also defined as that
relationship which is between worker and enterprise itself. It plays extremely significant role in
order to motivating employees towards the task that has been provided to them and further
achieve high profitability and long-term success.
In the following report, barriers towards employee engagement is being discussed.
Further, various recommendations that would help the cited organisation will be analysed later.
In addition to this, two employee engagement scale named Shuck and Utrecht engagement scale
has been taken into consideration.
Barriers to employee engagement in organisation
In the organisation two employee engagement scale has been taken into consideration
where it has been analysed that employee engagement score is 33 out of 60 out of which
cognitive engagement score is 16 out of 20, emotional engagement score is 8 and behavioural
score is 9 out of 20. Further, Contextual ambidexterity is being measured with the help of
Utrecht engagement scale. Contextual ambidexterity therefore means choices is being done
between the exploitation oriented or the exploration-oriented activities in their day to day work.
In other words, it is termed as that ability of the management where they are efficient enough to
perform todays business and also try to adopt changing demands that might come in a way.
From the Utrecht work engagement scale, it has been stated that all the items are therefore scored
on seven-point frequency rating scale that ranges from never to always and it is the scale that
brings out the information related to work engagement.
Thus, some of the upcoming barriers that comes between employee engagement which
results in loss among particular enterprise as employees would not feel comfortable to work and
share their views and ideas easily which may help in increasing the profitability of a brand.
 Lack of clarity- This is the most basic barrier that comes between employee engagement.
There are some of them associate engagement with employee satisfaction, morale or even
mere happiness (Shuck, Nimon, and Zigarmi, 2017). It has been therefore stated that the
workers those who are engaged are basically satisfied with the jobs, they are also
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