Employee Engagement: Concepts, Benefits, and Strategies

This presentation covers the meaning and principal dimensions of employee engagement, as well as its benefits, components, and tools for measuring engagement levels. It also provides steps for creating an engaged workforce and strategies to increase engagement levels while addressing potential barriers. References are included for further reading.

employee
engagement
STUDENT’S NAME
COURSE NAME
PROFESSOR’S NAME
UNIVERSITY NAME
DATE

The meaning of employee engagement the
principal dimensions of employee engagement and
other Concepts of Employee’s
 1. Implies to the employee filling of loyalty to the organization
 2. The returns
 3. Sense of Belong
 4. Career growth at the organization
 The components of employee engagement
 1. Duty,
 2. Inspiration,
 3. Dependability

Benefits of An Engaged Workforce And The Steps On
How To Create A Employee Engagement Culture
 1. Employee satisfaction
 2. Profitability,
 3. Maintenance and Recruitment
 Steps an organization can develop a culture for employee engagement include
 1. Developing a Clear Strategy,
 2. Communicating to the staff
 3. Strategic Recruiting ,
 4. Conveying organization Promises

Need for aligning engagement practices with
other corporate components
 Better employee engagement
 Less wasted resources
 Improved self-governance
 Less client disarray.
 Greater resource visibility
 Optimize talents and skills

Tools For Measuring Employee Engagement Levels And How
To Promote Employee Engagement Levels At Work
 The way of life of the organization
 Estimating fulfillment levels
 Open doors for profession development
 Levels of Distributed acknowledgment at the company

Employee Value Proposition and How It Can
Promote Employee Engagement
 Competitive advantage
 Employer of choice
 Attraction –
 Retention
 • Advocacy

strategies to increase the levels of employee
engagement in addition to how to couter any
barriers
 1. Creating effective goals for employees
 2. Be clear about organization's objectives
 3. Implement the change begin at the senior people
 Barriers can be addressed through
 1. Rewards and recognition
 2. Articulate goals and responsibility
 3. Encourage power employees
 4. Be Supportive of career advancement

Reference
Al Shehri, M., McLaughlin, P., Al-Ashaab, A. and Hamad, R., 2017. The Impact of Organizational Culture on Employee Engagement in Saudi Banks.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and competitive
advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Ashkanasy, N.M., Härtel, C.E. and Zerbe, W.J., 2016. Introduction. In Emotions and Organizational Governance (pp. xvii-xviii). Emerald Group Publishing Limited.
Biddison, E.L.D., Paine, L., Murakami, P., Herzke, C. and Weaver, S.J., 2016. Associations between safety culture and employee engagement over time: a retrospective
analysis. BMJ Qual Saf, 25(1), pp.31-37.
Byrne, Z.S., Peters, J.M. and Weston, J.W., 2016. The struggle with employee engagement: Measures and construct clarification using five samples. Journal of Applied
Psychology, 101(9), p.1201.s
Downey, S.N., Werff, L., Thomas, K.M. and Plaut, V.C., 2015. The role of diversity practices and inclusion in promoting trust and employee engagement. Journal of
Applied Social Psychology, 45(1), pp.35-44.
Evangeline, E.T. and Ragavan, V.G., 2016. Organisational culture and motivation as instigators for employee engagement. Indian Journal of Science and Technology,
9(2).
Menguc, B., Auh, S., Katsikeas, C.S. and Jung, Y.S., 2016. When does (mis) fit in customer orientation matter for frontline employees’ job satisfaction and
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Schaufeli, W. and Salanova, M.A.R.I.S.A., 2014. Burnout, boredom and engagement at the workplace.
Shuck, B., Collins, J.C., Rocco, T.S. and Diaz, R., 2016. Deconstructing the privilege and power of employee engagement: Issues of inequality for management and
human resource development. Human Resource Development Review, 15(2), pp.208-229.
Slack, R.E., Corlett, S. and Morris, R., 2015. Exploring employee engagement with (corporate) social responsibility: A social exchange perspective on organisational
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Stander, F.W., De Beer, L.T. and Stander, M.W., 2015. Authentic leadership as a source of optimism, trust in the organisation and work engagement in the public health
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