Employee Engagement Theories and Practices

This assignment delves into the multifaceted concept of employee engagement. It examines prominent theories and models of employee engagement, such as Shuck's integrative framework and Zinger's model, analyzing their underlying assumptions and proposed mechanisms for fostering engagement. The assignment also explores the relationship between employee engagement and organizational outcomes, highlighting the impact of workplace quality, leadership styles, and strategic change implementation on engagement levels. Lastly, it discusses the challenges and opportunities associated with measuring and managing employee engagement in contemporary work settings.

EMPLOYEE
ENAGAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Literature Review...................................................................................................................1
TASK 2............................................................................................................................................4
Critical evaluation..................................................................................................................4
TASK 3............................................................................................................................................5
Recommendations..................................................................................................................5
CONCLUSION................................................................................................................................5
REFERENCES ...............................................................................................................................6

INTRODUCTION
Employee engagement is the term which emphasis on engaging all workers in order to
gain maximum productivity. It seems as a commitment to the organisation and its morals to help
its staff members. Along with this employee engagement is a clear understanding that how an
organisation fulfil its goals and objectives. It is helps managers to establish cooperation and
coordination between workers by setting a specific visions and mission for them (Bal, Kooij and
De Jong, 2013, pp.545-572). United Finance Company SAOG is the chosen organisation in this
present report; it provide finance for vehicle and their equipments to Oman population. The firm
was founded in 1997 and its is located in Muscat, Oman. It offers bridge loans, commercial
vehicle loans, hire purchase, debt financing. The assignment will be describe relationship
between different levels of employee engagement and organisational performance. Some
recommendations will given so as to achieve and implement the changes of engagement within
business entity.
TASK 1
Literature Review
In order to perform in effective and proper manner, it is essential for every business entity
to engaged or managed its all employees so as to achieve specific goals and objectives of the
firm. According to Gruman and Saks, (2011, pp.123-136) there is a variety of cultural people are
worked in business entity, due to lack of proper communication these people cannot understand
each other. It generate the chances of disputes and conflicts within workplace. Therefore,
employees cannot able to concentrate properly towards their work. Then it is essential for top
management of manage their all subordinates in the best possible manner. Macey & et. al.,
(2011, Vol. 31) states that employees who are well integrated at work will be capable to willing
more towards their work. It assist a firm to get rid out from all future issues and problems of
external market. In addition, highly engaged employees are the more customer oriented rather
than employees who are not involved in decision making process of the firm. Employee
engagement helps a firm to get new and innovative ideas to grow in market from mind set
people; it assists a firm to gain high competitive advantages and better results. Such workers are
more creative and take less time to perform any task or activity.
Zinger Model is accessible in order to briefly understand the concept of employee
engagement. With the viewpoint of Men, (2012, pp.171-173) involves the various aspects of
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employee motivation, engagement and dedication. It provides 12 keys which must follows by the
managers of United Finance Company SAOG; it would aids them to accomplish better future
outcomes.
(Source: David Zinger’s Employee Engagement Model, 2010)
 The ultimate aim of employee engagement is to achieve desired results of firm. For this,
employers are developed various processes that forces them to work hard in order to
achieve goals in a certain time period.
 The foremost task of managers is to evolve crafting strategies for attaining higher level of
employee engagement. In includes systematic planning and further considerations
towards staff members. Menguc and et. al., (2013, pp. 2163-2170) states that in order to
create effective crafting managers can take help to some experts.
 Another approach of employee engagement states that, workers only love their job if they
are interested to it. This the moral responsibility of managers United finance company
SAOG to re-define roles and conduct some workshops in order to retain the interest of
staff members.
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Illustration 1: Employee engagement

 Zinger model approach also states that managers have to make system in order to
appreciate and rewards employees to their efforts. It will help in stimulating employees to
perform more better.
 Business owners have to always keep connected with their subordinator. This will aids in
resolving all issues and queries. In other words, adequate communication is the backbone
of every successful business entity.
 Being authentic and real in front of employees is the prime requirement of employee
engagement. According to Mone and et. al., (2011, pp.205-212) HR managers and
higher authorities should have genuine concern towards problems and issues of
employees.
 Managers of United Financial Company SAOG have to recognise efforts and hard work
of people among everyone. This could boost their morale and encourage them to do well
at workplace.
 It is necessary for employees to fully engaged in order to achieve desired goals and
objectives of the firm. For this, a comprehensive study is must so as to better understand
people behaviour and coordinate them.
 The next step is designing as well as implementing suitable strategies therefore,
employees can stay for long term period at workplace. Accrording to Shuck, B. and Reio
Jr, (2011, pp.419-428) top management of United Financial company SAOG should have
to treat them as the most valuable assets of the firm.
 Well engaged employees are able to serve and influence customers. United financial
company SAOG has to maintain a tradition for providing best customer services to its
clients. Employees are also aware about this cultural as they can deal with target
customers of the company in the best possible manner.
 Business entities not only focuses on achieving goals even though they also have to
emphasis on providing training and development assistance to their workers in order to
improve their current skills and knowledge. In addition, employees who grow in
organisation are stayed for long term period within workplace.
 Happy and satisfied employees are the main reason behind a company's growth and
success. With the viewpoint of Jenkins and Delbridge, (2013, pp.2670-2691) it also
helps managers to gain high competitive advantage from target market.
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According to Soane and et. al., (2012, pp.529-547) employee engagement helps staff
members as they can inspired other persons as they can perform better. It is very necessary for
business organisations to survive in global economy and builds new future growth for
employees.
Another major approach is communication approach, in this employers are required to
implement free flow of communication at workplace so as to determine various ideas and
concepts for performing well at workplace. Sonenshein and Dholakia, (2012, pp.529-547) states
that communication approach is balanced approach it aids in creating an environment of trust and
openness within United Finance company SAOG. Staff members who feel they are listened can
express their dissatisfaction and work together in order to resolve all work based problems.
Therefore, it can be said that strong communication will be accessible in managing higher
employee engagement in decision making process of the company.
TASK 2
Critical evaluation
An organisation is an intermixture of individuals who come and work together for
achievement of specific objective. Large size of organisation is rely upon large number of people
within it. It is indispensable for organisation to flourish itself in an effective manner so as its
employees can serve their full potential. It is must for United Finance Company SAOG to
involve its employees in decision making process; it will help in improving their performance as
well as higher production level. But Welch, (2011, pp.328-346).against with this, he states that
not all workers are use their full potential, there are several reasons behind this. Such employees
not only associate with company's goals but also they creates many problems for team. There is
given a classification of employee engagement at various level, that is described as below: - Actively disengaged – It consists with those people who are totally unhappy and also
spread unhappiness at workplaces. Such kind of people create a negative working
environment and this affect organisational market image. These people provokes and
convening other employees to leave their jobs and further adverse things about the
company. Xu and Cooper Thomas, (2011, pp.399-416) defines that although, mostly such
employees are the one who are working for long term period. Their main aim is reduce
their competitors by spreading negative things, their thought is to get top level job at
workplace.
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 Engaged – The another category of those people who spread passion, innovation,
integration, alignment and motivate other people to perform their tasks in an effective
manner. It means, such employees are fully passionate as well as connected with the
company. Hollis, (2015, p.2158244015589997) refers that they also generate creative and
innovative things for growth and development. Engaged employees will contribute by
establishing a positive working atmosphere at workplace where so that people can work
happily and get satisfied with their job. Apart from this, such people are proactive and
adequately anticipates in examining future market conditions. This will aids a firm to
prepare in advance about future market conditions.
 Not engaged – At last, such employees are largely found in the organisation, almost 50%.
They do only what is told to them by their senior managers; they can perform a single
activity once in a time. They put their time but not passion as well as energy while
completing any activity.
Therefore, in United Finance Company SAOG has all these types of people which helps
in determining wealth as well as health of the company. So that, it is essential for business
entities to create and execute some activities in order to engage all employees towards firm
vitality. According to Wollard, (2011, pp.526-537) also helps in improving managerial
employee relationship and creates a positive and healthy working environment. On the other
hand, there are described certain major concepts which are linked with employee engagement,
such are stated as under: -
 Involvement – It refers that staff members should be highly involved in decision making
process of the company, so as to find out various ideas and concepts. It aids management
to demonstrate an effective conclusion for any business problem.
 Participation – It is necessary for staff members to participate in all working activities or
programmes. Leblebici, (2012, pp.38-49) states that managers forces their subordinates to
participate in all events through which workers can feel they are a valuable asset of the
company.
 Commitment – Employees need to be committed towards all working activities; they
have proper knowledge what they are doing and what they will be doing in future.
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TASK 3
Recommendations
In order to increase employee' engagement and their performance, it is essential for
business organisations to conduct a research that help them to know employees behaviours and
beliefs. This can enhance company's accessibility, visibility and face to face interaction with
employees. This research can helps management of corporate association to recognise roles
which are played by workers so that they can effectively supervise it and give immediate
solutions for any problem and issue. Apart from this, managers of United Finance Company
SAOG can adopt various approaches of employee engagement, i.e. Zinger model in order to
improve employee engagement. Business organisations can also regulate awareness training and
employees involvement programmes so as to gain maximum benefits of employee engagement.
Beside this, an engagement board is to be made up which can promote culture of employee
engagement within a business entity, i.e. United finance company SAOG. The board help
managers to get better understanding of problems from workers' perspective. It could also
regulate some new conceptualizations that are able to raise the importance of the power of
employee engagement. It is also recommend to company to set up engagement focus groups or
teams for staff members that would driven by senior authorities which can act as mechanism of
feedbacks.
CONCLUSION
From the above mentioned report, it has been concluded that employee engagement is
very crucial for every business organisation. It helps in spreading a positive and friendly working
environment at workplace. Apart from this, the assignment has been described the concept of
employee engagement with the help of Zinger model. It is classified into three categories of
persons, such as- engaged, non engaged and actively disengaged. Such people are liable in
increasing and reducing organisation's performance. Some recommendations are given in order
to improve employee engagement at workplace.
REFERENCES
Books and Journal
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Bal, P. M., Kooij, D. T. and De Jong, S. B., 2013. How do developmental and accommodative
HRM enhance employee engagement and commitment? The role of psychological
contract and SOC strategies. Journal of Management Studies. 50(4), pp.545-572.
Gruman, J. A. and Saks, A. M., 2011. Performance management and employee engagement.
Human Resource Management Review. 21(2). pp.123-136.
Macey, W. H. and et. al., 2011. Employee engagement: Tools for analysis, practice, and
competitive advantage. (Vol. 31). John Wiley & Sons.
Men, L. R., 2012. CEO credibility, perceived organizational reputation, and employee
engagement. Public Relations Review. 38(1), pp.171-173.
Menguc, B. and et. al., 2013. To be engaged or not to be engaged: The antecedents and
consequences of service employee engagement. Journal of business research. 66(11),
pp.2163-2170.
Mone, E. and et. al., 2011. Performance management at the wheel: Driving employee
engagement in organizations. Journal of Business and Psychology. 26(2), pp.205-212.
Shuck, B. and Reio Jr, T. G., 2011. The employee engagement landscape and HRD: How do we
link theory and scholarship to current practice?. Advances in Developing Human
Resources. 13(4), pp.419-428.
Shuck, B., 2011. Integrative literature review: Four emerging perspectives of employee
engagement: An integrative literature review. Human Resource Development Review.
10(3). pp.304-328.
Shuck, B., Reio Jr, T. G. and Rocco, T. S., 2011. Employee engagement: An examination of
antecedent and outcome variables. Human resource development international. 14(4).
pp.427-445.
Soane, E. and et. al., 2012. Development and application of a new measure of employee
engagement: the ISA Engagement Scale. Human Resource Development International.
15(5). pp.529-547.
Sonenshein, S. and Dholakia, U., 2012. Explaining employee engagement with strategic change
implementation: A meaning-making approach. Organization Science. 23(1), pp.1-23.
Welch, M., 2011. The evolution of the employee engagement concept: communication
implications. Corporate Communications: An International Journal. 16(4). pp.328-346.
Xu, J. and Cooper Thomas, H., 2011. How can leaders achieve high employee engagement?.
Leadership & Organization Development Journal. 32(4). pp.399-416.
Hollis, L. P., 2015. Bully university? The cost of workplace bullying and employee
disengagement in American higher education. Sage Open. 5(2). p.2158244015589997.
Wollard, K. K., 2011. Quiet desperation: Another perspective on employee engagement.
Advances in Developing Human Resources. 13(4). pp.526-537.
Shuck, B. and Reio Jr, T. G., 2011. The employee engagement landscape and HRD: How do we
link theory and scholarship to current practice?. Advances in Developing Human
Resources. 13(4). pp.419-428.
Leblebici, D., 2012. Impact of workplace quality on employee’s productivity: case study of a
bank in Turkey. Journal of Business Economics and Finance. 1(1). pp.38-49.
Jenkins, S. and Delbridge, R., 2013. Context matters: Examining ‘soft’and ‘hard’approaches to
employee engagement in two workplaces. The International Journal of Human
Resource Management. 24(14). pp.2670-2691.
Online
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David Zinger’s Employee Engagement Model, 2010. [Online]. Available through:
<http://www.davidzinger.com/david-zingers-employee-engagement-model-and-video-
poland-7398/>. [Accessed on 29th September 2017].
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