Employee Engagement and Organizational Success

This assignment delves into the critical topic of employee engagement within organizations. It examines various factors influencing employee engagement, including leadership styles, organizational culture, and performance management systems. The analysis draws upon academic research to identify best practices for fostering a highly engaged workforce and their positive impact on organizational outcomes such as productivity, innovation, and profitability.

Running head: EMPLOYEE ENGAGEMENT
Employee engagement
Name of the university
Name of the student
Authors note

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Table of Contents
Answer to question 1:......................................................................................................................3
Employee engagement, its components and dimensions:................................................................3
Difference between employee engagement, organizational commitment, job satisfaction and
employer involvement:....................................................................................................................4
Need for alignment between engagement practices and some corporate components:...................5
Answer to question 2:......................................................................................................................6
Employee engagement principal drivers:........................................................................................6
Benefits of engaged workforce:.......................................................................................................7
Steps taken by organization for creating employee engagement culture:.......................................9
Evaluation of diagnostic tools for measuring employee engagement and attitude:......................10
Strategies for raising level of engagement:...................................................................................11
References list:...............................................................................................................................15

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Answer to question 1:
Employee engagement, its components and dimensions:
Employee engagement is about creating opportunities for employees where they are
motivated to engage with organization on wider platform. It is dynamic and complex process that
reflects each personal relationship and uniqueness of individual with their work. Factors that
influence engagement of employees in organizations are considered common. Employee
engagement can be defined as the combination of organization values and its commitment and
their willingness to help out their employees (Allen et al. 2013). It is not simply about motivating
employees and providing them with job satisfaction, it is something that goes beyond all these.
Employee engagement does nor form a part of employee contract as it is something that is
offered by employer or organization. Over the recent years, importance of engagement of
employees have been recognized by employers. There has been improvement in enablers of
engagement of employees that has driven employee engagement in organizations. Engaging
managers, strategic narrative, integrity and employee voice are the four enablers of organization
that has been highly influential in engaging employees (Armstrong and Taylor 2014).
Researchers have been able to ascertain that organizational success is related to engagement of
employees.
There are three dimensions of employee engagement and it comprise of emotional
engagement, physical engagement and cognitive engagement. Emotional engagement is about
workers being emotionally involved in their work. Physical engagement is about willingness of
workers to go to extra miles for the benefit and prosperity of their employers. Cognitive

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engagement is about workers focusing very hard on their work. Identifying the dimension of
employee engagement has led to arriving of another definition (Singh 2013). In this regard,
employee engagement is defined as a unique and emotional construct and a fulfilling, positive
state of mind at workplace.
Components of employee engagement involves involvement in decision making, freedom
enables to perform well, freedom of voicing ideas that can be listened by managers, feeling that
organization is concerned about well-being and health of employees. Another component of
employee engagement is clarification in what teams and individual are trying to achieve at work.
It is considered crucial in respect of management intellectual aspects. Engagement of employees
is comprise of two groups as per Hay group that is discretionary efforts and commitment.
Discretionary effort is employee’s willingness to go above formal requirements of jobs.
Commitment is about intention and effective attachment of employees to remain in job. All the
components of employee engagement is associated with role performance of individual
employees.
Difference between employee engagement, organizational commitment, job satisfaction and
employer involvement:
Organizational commitment is the degree to which employees recognize and identify
themselves within organization. There are different type of commitments in organization that is
continuance commitment and affective commitment. Affective commitment is about emotional
attachment of employees to organization. Continuance commitment is about attachment of
employees toward organization because they will have to bear the cost of they leave.
Commitment is about loyalty of employees towards the organization whereas engagement of

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employee with organization is about taking discretionary efforts and going beyond job formal
requirement and thereby contributing to overall success of organization.
Job satisfaction is about the satisfaction of employees while they are in their job and
employees can be satisfied with their job whilst not getting engaged with job or with
organization. Employee engagement is a broader concept compared to job satisfaction and
former deals with organization as a whole and later deals with individual employees. Engaging
employees intends to increase and enhance productivity of employees, on other hand, job
satisfaction does not leads to enhanced productivity. Factors driving engagement of employees in
organization is different from factors that drives satisfaction of job at work (Whetzel and
Wheaton 2016). Employees that are genuinely engaged with organization tends to have higher
productivity, motivated employees, innovation, quality and high degree of customer satisfaction.
Satisfaction of jobs can be regarded as one the part of engaged employees. Employer
involvement is about demanding of involving workers in their decision making process of
management, changing initiatives and driving employees for making continuous improvement.
Employer are involved in organization when the necessity arrives in case of demotivated workers
(Biniari et al. 2017). This is done basically to affect working environment and encourage
employees to participate in several decisions.
Need for alignment between engagement practices and some corporate components:
One of increasingly significant dimension of human resource practices in organization is
employee engagement. Alignment of corporate components such as decision making, motivation
of employees and satisfaction of customers and practice of engagement will help in achieving
sustainable high performance on organization. Employee engagement is vital function of
organization and its alignment with objective and aims of organization would provide other

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business benefits and has a positive influence on productivity. Importance of aligning human
resource practice and business is dominant provided human resource strategy is influenced by
business strategy. Alignment of corporate component and engagement practices helps in
encouraging organizations to adopt engagement approaches. Need of alignment arises as it helps
in creating connection between execution and strategy (Xanthopoulou et al. 2013). Employees
are able to make sound judgment about work practices. An organization experiencing higher cost
of turnover has the need of aligning their employees as it help in maintaining strong financing
performance of organization
Answer to question 2:
Employee engagement principal drivers:
An organization can have many driver of employee engagement and in this regard,
communication, leadership and work life balances are regarded as main drivers. One of the
strongest driver of employee engagement in organization is a sense being involved and feeling
valued. It is required by organizations to make implementation of each driver by careful
consideration work life balances and potential burnout of employees. There are different
combination of factors influencing different group of employees and it is consider for
organizations to evaluate the factors that are essential for organization. Organizations will have
engaged workforce and using this drivers will help in motivating them to achieve better
performance of organization. Employees are the key components of any organization and
providing them with better work life balance will help them to engage with organization on
wider platform (Nel et al. 2014). Some of key drivers of employee engagement are listed below:

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 Employees will be motivated to engage on higher platform with employees if they have
feeling of being well informed about what is going on and happening in organization.
 Employees that are provided with opportunities so that they are capable of feeding their
views in upward direction helps them in performing beyond the formal requirements of
job.
 Employees having the perception that their manager and management is committed to
organization will drive them to engage with organization to achieve desired objectives.
Another driver to engagement can be considered is the flexibility in work schedule (Snell
et al. 2015).
 Growth and welfare of employees, interpersonal relationships and employee
empowerment are some of specific key drivers of engaging employees to any particular
organization.
Achievement of these driver places on importance and relevance of internal
communication. The possibilities of employees engaging with their respective organizations is
more when they are provided with safe and conducive working environment (Beardwell and
Thompson 2014). Moreover, an organization having strong and motivating leaders will have
their employees motivated and encouraged to get engaged with organization.
Benefits of engaged workforce:
Managers, employees, customer and organization as a whole are provided with several
benefits of an engaged workforce.
Benefits of employee engagement to employees-

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 Engagement of employees are associated with flexible working patterns and engaged
employees see their work as more meaningful and fulfilling. Engagement idea
encompasses the pluralism concept and practical philosophy of management (Saks 2017).
 The important focus of employee engagement is employment relationship that is at the
heart of high performance sustainability. It identifies the need of making genuine
contribution on part of both employer and employees.
Benefits of employee engagement to customers-
 Engaged employees helps in creating engaged and satisfied customers and it is generally
perceived that customers who are satisfied are loyal to the organization. Engaged
customers is connected to organization emotionally and they are capable of enjoying a
consistent experiences among processes, products and employees (Camargo et al. 2015).
 Connection between customer engagement and employee’s engagement is enhanced if
the employees are attached genuinely with the organization. Engaged customers are more
than satisfied customers. There is a marked link between satisfaction of customers and
engagement of employees.
 Customers having positive experiences due to support provided by employee engagement
are more likely to recommend their business to others.
Benefits of employee engagement to managers-
 Effectiveness of line managers can be enhanced by engaging employees in organization.
Performance appraisal of managers can be enhanced by incorporation employee
engagement into the process (Burton et al. 2017).

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 Performance of managers can be improved by analyzing the engagement scores of
employees. High score would depict manager’s efficiency and low score would indicate
low efficiency of managers in creating sustained workforce.
Benefits of employee engagement to organization-
 An organization is able to derive better outcomes of business if it has engaged employees
and thereby enhancing their performance.
 Organizations will experience increased profit margin, growth in their revenue and total
return it generates to shareholders due to increased employees engagement.
Steps taken by organization for creating employee engagement culture:
For enhancing employee engagement, an organization is required to create a culture that
will help in motivating employees to do. There are many outcomes of having increased
employee engagement such as employee retention, customer loyalty, and productivity of
employee and self-efficacy of managers. In light of all the positive outcomes, it is of utmost
importance to have an encouraging environment for engaging employees on wider platform. The
tone for employee engagement can be set by workplace culture and their engagement can be well
predicted by if a culture is created where employees are feel respected and motivated. It is done
so that employees are willing to put discretionary efforts in quests of success (Gerken et al.
2016). Some measure that can be taken by organization for to create a culture of increased
workers engagement are as follows:
Discretionary behavior- Engagement level of employees is associated with
discretionary efforts. An organization in an attempt to foster discretionary behavior to create an
environment of employee engagement needs to identify some drivers. It involves individual

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consideration, autonomy and individual, equity and fairness, trust, self-sacrificial leadership and
identification with team. Making effective use of positive enforcement will help organization in
earning discretionary efforts. Employees providing discretionary efforts on sustainable basis
helps in engaging employees. The indicator of willingness of employees to expend discretionary
efforts is engagement of employees (Mone and London 2014). Effectiveness of organization is
increased by way of employee’s discretionary behaviors.
Job design- Job design is the process where range of tasks, responsibilities and duties are
put together so that a composite of individuals is created so that work is undertaken by them
while regarding as their own. Employee engagement is significantly impacted by job designs.
Job design is said to have positive relationship between employee engagement and
characteristics of job. Organizations are capable of motivating their employees by job design as
it makes them comfortable in performing jobs and empower them to be a part of organization. It
generates several outcomes that is beneficial to organization are managerial effectiveness,
employee innovativeness and employees commitment (Budhwar and Debrah 2013). This will
make them experiencing an increased level of employee engagement.
Role autonomy- Autonomy of employees is considered as critical factor for employee
engagement. Role autonomy is one of the drivers of employee engagement and it is related with
trust and independence of staffs who all are at work. It deals with employee’s ability to control
their work situation and they positively impacts individual and organization as a whole. When
employees are provided with more discretion at their workplace, this leads to increase
motivation, morale and thereby engagement of employees.
Answer to question 3:

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Evaluation of diagnostic tools for measuring employee engagement and attitude:
Creation of an accurate measure of employee engagement will help in establishing link
between achieving primary objectives of business and different level of engagements. Attitude
survey is an important diagnostic tool for measuring attitude of employees.
17 item Utrecht work engagement scale is a psychological measure of measuring employee
engagement. Engagement and burnout of employees under this scale is measured independently
using different scales. Dedication, vigor and absorption characterizes that engagement is work
related, positive and fulfilling. Constituent element of engagement is absorption.
One of the effective tools for development of organization can be conducting attitude
survey. The measurement of engagement level of employees is done using three dimensions of
multidimensional attitude. It involves advocacy, motivation and involvement. Advocacy is a
belief by employees that organization is a good service provider as well as good employer.
Employees regard organization as suitable to recommend to others. It can be done by conducting
survey and asking individual employees. Motivation is about psychological attachment and
enthusiasm of employees regarding job activities. Involvement is about feeling of employees that
they are provided with the opportunities to make improvement and suggest to organization for
their improved performance. Organization can measure all these dimension by conducting survey
or interview within the organization and this will assist in depicting level of employee
engagement and their attitude.
Diagnostic tools that can be used by organization to measure employee engagement are
employee engagement index. Measurement of engagement is done by asking employees to
which they agree to the items that is involved in employee engagement index. Some of the items
that is used in employee engagement index are achievement, alignment, commitment, advocacy,

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pride and discretionary efforts. This particular index involves dimensions and factors of
experience of employees. Factors that are essential for improving economic, environmental and
social performance are determined in this index (Keating and Heslin 2015).
Strategies for raising level of engagement:
The level of employee engagement in an organization can be raised by developing value
propositions of employees, framing structure of organization, taking steps of overcoming barriers
and resistance to employee engagement. Engagement is considered as productivity drivers and
practice of employer should be influenced by government. This will help in supporting increased
employee engagement.
Overcoming resistance to employee engagement- Resistance or barriers to employee
engagement in organization can be addressed by creating a common ground and understanding
of engagement. Organization should try to identify the measures and steps that will enhance
employee engagement and where they are lacking. Sometimes, barriers to employee engagement
is faced by organization because of the communication style. Communication channel can be
improved by redesigning and arrangement for dealing with several opinions of employees should
be done (Brewster et al. 2016).
Employee value proposition- Employee engagement in organization can be encouraged
by developing and facilitating two way dialogue between management and employees.
Organizations should take steps to create a genuine consultative environment for raising level of
employee engagement. Engagement strategies of organization should incorporate creation of
partnership between trade unions and management that would provide support of union in
increasing employee engagement. A positive physiological contract between employer and

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employees can be created by developing vigorous employee value proposition. It has been
ascertained that organizations having and making effective use of employee value proposition
helps in creating workforce that are highly engaged. It is considered as one of the best tools that
is available to organizations for engaging employees (Cross et al. 2017). Therefore, organization
should develop the strategies of effectively using their employee value propositions that will help
in creating engaged workforce.
Creating structure facilitating employee engagement- The ingredient to make or
increase level of employee engagement is leadership quality of managers in organization. At all
level of business, leadership is considered to be more accountable for driving engagement from
top to bottom of management. An organization can increase and build an engaged workforce by
leadership development. This might call for change in structure of organization and strategies
should be focused on building capability of leadership and thereby driving workers engagement
(Hansen et al. 2014). In this regard, it is crucial to develop communication strategies.
Organization forms facilitating promotion and participation by employees- An
organization can experience large engaged workforce if they are able to successfully motivate
and encourage their employees and make them feel of sense of being valued. Satisfaction of
employees greatly impacts in increasing increased engagement level of employees and measures
should be taken to communicate the way of rewarding the employees (Aswathappa 2013).
Framing communication strategies for increasing level of employee engagement- For
framing strategies of communication, it is required by organization to have a communication
plan in place.

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Engagement of employees in organization can be enhanced by constructing a plan of
communication. One of the critical factors for increasing employment engagement in an
organization is communication and trust (Slack et al. 2015). It is recommended for organization
to have communication plan comprising of six steps and effective strategies of communication
forms the basis of communication plan.
 Assessing current internal strategy of communication- The first step is to evaluate the
current strategy used by organization for engaging employees. If strategy is not
competitive enough to motivate employees to engage them, it is important to reframe
strategies accordingly.
 Identification of metrics required for tracking and measuring engagement level- Analysis
of strategy for success should be another step to developed communication. Evaluation of
actual performance of strategy calls for developing metrics. It can involves employee’s
engagement metrics such as their involvement in decision making, productivity and
absenteeism. If the metrics is not suitable and does not give proper results, there can be
reformulation of strategies.
 Building a process of approval- An approval process for reforming strategies should be
planned by organization and this will help in avoiding unnecessary issues associated with
engaging employees.
 Internal communication tools- Communication strategies tool should be developed that
will help in facilitating engagement of employees.

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