Aligning Engagement Practices and other Corporate Components 2022

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Employee Engagement
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Introduction
Employee engagement refers to a workplace approach that results in the best conditions
for every member of an organization to deliver their best, remain committed to the company’s
goals and values, and remain motivated to contribute to the firm’s success, with an increased
sense of personal well-being. Essentially, it is based on integrity, communication between the
staff and the company, trust, and commitment. Employee engagement cannot be achieved by
using a mechanistic approach that intends to manipulate the emotions and commitment of the
staff to extract discretionary effort. Employee engagement differs from employee satisfaction in
that employee satisfaction is the basic foundation that encourages employee engagement to
thrive. On the other hand, employee involvement refers to an environment that encourages
employee participation in decision making (Coetzee, Mitonga-Monga and Swart, 2014, pp.7).
Employee engagement differs from the two because the factors that drive it are different from
those that drive employee involvement and job satisfaction. They include Autonomy, Impact,
Meaning, Connection, and Growth.
Three dimensions make up employee engagement. These factors include the intellectual,
affective as well as social engagement. The three dimensions consider how employees react
towards their job and the organization. The intellectual engagement of staff refers to the
employee’s thinking regarding how best to do the job assigned to him or her effectively and
efficiently (Anitha, 2014, pp.308). Besides, effective engagement refers to the staff’s feelings
towards their job. An employee that is affectively engaged takes his/her job positively and is
concerned with delivering the best. Similarly, a staff that is socially engaged is actively involved
in discussions relating to work. For instance, such an employee makes use of opportunities to
discuss how work or the organization can improve.

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In some instances, employees become committed to the organization where they work.
Some of the staff become committed to their jobs due to the love of what they do or because the
organization’s goals align with those of theirs, - affective commitment (Saks and Gruman, 2014,
pp.172). Besides, other employees become committed due to the fear of the unknown, -
continuance commitment- while others are committed because they feel they are obligated to the
manager or the firm. Organizational commitment and employee engagement are different.
Engagement takes place when a staff shows interest in their work, including their willingness to
exercise additional efforts to attain the best results (Mehta and Mehta, 2013, pp.211). For
example, a lecture that works in a University carries out research, takes part in events, and
conducts seminars perform this due to his/her interest in the teaching career. However,
organizational commitment involves getting identified with the company or generally the
attachment and loyalty a person has towards an organization. An example is a teacher that does
not want to leave the teaching because they do not know what would happen to them if they did.
Aligning Engagement Practices and other Corporate Components
In respect to alignment, engagement takes place when a psychological agreement exists
between organizational goals and an individual. Such an engagement, coupled with the
alignment with other organizational components that include the company’s values, business
strategy, purpose, and mission develops by fostering a positive organizational culture.
Engagement only occurs when a company’s practices and processes are aligned with other
organizational components (Alagaraja and Shuck, 2015, pp.22). Aligning engagement practices
with other components in a company such as organizational purpose, business strategy, mission,
and vision affects the extent which an employee effectively performs at the workplace. For
instance, performance can be enhanced by aligning engagement practices with the company’s

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strategic planning, strategy-structure, and strategy-culture. Combined, these processes are
referred to as organizational processes, routines, as well as procedures that affect how an
employee perceives and respond to their job and the organization (Biggs, Brough and Barbour,
2014, pp.312). As a result, effective alignment of these components impacts the employee’s
cognitive as well as psychological appraisal and the interpretation of their work environment. Is
the interpretation and appraisal are positive, this has the potential of producing behaviors that
support the firm. However, failure to align engagement practices with other organizational
components is likely to translate to ineffective performance.
Factors that describe the job and reflect what comprises a workplace are the strategic
goals, values, mission, vision, and purpose. In case there is a misalignment between engagement
practices and these components, there is likely to be miscues in performance. On the contrary, if
the staff understands the company’s mission and vision, goals, strategy, and purpose, they can
develop the meaning of their duties, skills, and knowledge, thus spurring engagement. The
outcome for this is a high performance which can be translated to the company’s revenues. Also,
aligning engagement practices with other organizational components may yield a great deal for a
company (Allen, 2012, n.d.). High engagement benefits can be realized as the staff is willing to
go the extra mile to ensure the goals, mission, and vision are achieved by adopting the
company’s strategy. Due to such alignment, the staff become more committed to the
organization’s future and are ready to invest in the firm due to the belief that they possess the
ability to make a difference. As a result, they become the organization’s ambassadors, hence,
having a positive impact on their output. According to a study carried by Gallup, - a data analysis
and management consultancy- there is a strong interrelationship between aligning engagement