Employee Engagement | Assignment

Running Head: EMPLOYEE ENGAGEMENT
0
Employee Engagement
Student Name:
Student University:

EMPLOYEE ENGAGEMENT 1
1. Employee Engagement
In organisations, employee engagement is about employees to feel passionate about their
work they do and maintain the commitment by achieving the desired goals. It requires them
to put discretionary effort but engagement does not define satisfaction because it is not about
employees being happy or content (Kruse, 2012). Employee engagement is important for the
success of an organisation by involving employees in the organisational objectives and
missions, decision making, and their satisfaction towards work. The social impacts on the
society are based on employee engagement within the attaining organisational objectives. It is
essential to think about the relationship between employees as well for the creation of
productive working environment (Shoaib, 2019).
The principal dimensions of employee engagement consists of what employees will get from
an organisation, what they will give in return, to know where they belong within the
company, and to measure their continuous growth. Thus, it consists of working engagement,
engaging with everyone, and engaging with customers (Roden, 2012). Moreover, employee
engagement can be analysed through its components as well where employees are involved
psychologically, physically or emotionally in their jobs. While working, employees consider
the components when engaging that are commitment, loyalty, motivation, and trust (Insights,
2014). Hence, in today’s time, it is essential to have a competitive workforce where engaged
employees are an invaluable asset. They are passionate, committed, and inspired while also
inspiring others where it is essential to foster the employee engagement within organisations.
It requires companies to support employees for making a team along with improving and
excelling (Turley, 2019).
2. Justification
There is a relation between clear mission, inspiring vision, and strong values which leads to
organizational success which is not possible without a great workforce. Employee
Engagement is an essential function of human resource (HR) practices as at the time of
aligning it with organisation objectives and aims impacts productivity and other major
benefits in business positively. The necessity of aligning HR strategies and the business is
supreme as along with business strategy, employees engaged behaviours also impact the HR

EMPLOYEE ENGAGEMENT 2
strategy (Casserley, 2011). HR strategy integrates both vertically and horizontally for
becoming a driver to achieve success within the organisation.
If initiatives taken vertically, consider the business strategy and HR strategy alignment while
if integrated horizontally, consider different HR strategies for contributing in business
strategy overall. Horizontal integration consists of employee engagement and relations,
resourcing, reward and performance strategies, and development and learning (Johnson,
2014). In organisations, benefits include the increased discretionary effort application and
increased employee commitment. It is essential for employees to have access to increasing
opportunities for development while promoting meaningful work as well. This defines the
benefits by having greater levels of satisfaction in employees’ lives along with better physical
and mental health. In case of customers, employee engagement at high level refers leading to
increase in customer satisfaction which results in organisational productivity and continuous
business (Rogers, 2014). Here, communication is a building pillar of organizational
alignment for employee engagement where it is essential for employees to understand their
roles in business for achieving success.
3. Identification and Evaluation
Employee Engagement has principal drivers which are essential to identify due to
diminishing customer complaints and maintain the staff performance. It is also important to
balance customer service increased levels, engaged employees and higher profits altogether
for the company’s success which requires awareness about employee engagement to prevent
continuous struggle in businesses (Clapon, 2016). Though, there are many drivers in
employee engagement but the major ones are leadership termed as strategic narrative,
employee voice, engaging leaders and integrity while focusing on success. The redefining of
such drivers can be seen as leadership, values, opinion and environment where employees are
satisfied with their jobs (Ward, 2018). The principal driver leadership of employee
engagement is to benefit key stakeholders such as employees, customers and managers.
Thus, drivers in employee engagement are to make sure employees feeling connected, free,
having fun, contributing, and growing (Gifford, 2019). In business, evaluating these drivers
provides benefits for key stakeholders as well such as employees, customers and managers.
Employee engagement keeps customers happy without any complaint, employees working
together feel satisfied in their jobs, and managers can easily team up the workforce to achieve

EMPLOYEE ENGAGEMENT 3
the desired results within the company. Employees need to be involved, committed and
enthusiast in their workplace to benefit the business and key stakeholders which requires
motivation with higher satisfaction and growth within the company for lower turnover and
higher retention, increased profitability, higher productivity, increased employee loyalty, and
less absenteeism (Robins, 2017).
4. Explanation
Employees are defined to be engaged and receive ratings based on higher performance from
supervisors along with enacting more organisational citizenship behaviours and engagement
in less deviant behaviours (Shantz, et al., 2013). The discretionary effort is easily
demonstrated through willing engaged workforce within their roles, values and goals
reflecting to their company while expressing passion for work, its meaning and feeling
valued. Employee engagement is explained through contribution of role autonomy, job
design, organisational citizenship and discretionary behaviour. It is possible by making sure
about employees selection based on their personal attributes thriving competitiveness along
with sales driven setting (Kariuki, 2015). Furthermore, setting their own personal SMART
(specific, measurable, achievable, realistic and timely) objectives make employees promote
role autonomy levels at high.
This role autonomy promotion drives innovation with high level of employee engagement
and culture promotion while working in team where open feedback is prevalent as well. It
defines employees working together flexibly and willing to support and help each other.
While job design concludes the principle dimensions of employee engagement examined
consisting job content, job context, the line management and work relationships (Kappel,
2018). The increasing autonomy level of individuals defines their roles leading to engaged
attitudes and behaviours. These high levels exhibit positive discretionary behaviours where
one of them is OCB (organisational citizenship behaviour) defining organisation’s objectives
and aims. OCB consists of psychological contract uphold, based on trust and is free, no need
of employment contract, and there is mutual expectation between an employee and employer
(Bedarkar & Pandita, 2014).

EMPLOYEE ENGAGEMENT 4
5. Transfer new knowledge and skills
Employee Engagement is beneficial while transferring new skills and knowledge into
working practices in terms of maintaining management and good quality jobs within an
organisation (Brown, 2018). In organisations, this creates a healthier, happier and fulfilled
environment for employees as well along with better products or services, driving
productivity, and innovation. It will help in gaining mutual views in relation to people
management and motivation for success through promoting employee engagement within an
organisation while making efforts. Employee engagement refers to the job design-
performance relationship as well based on employees holding their jobs and offering high
autonomy levels, task significance and variety, and feedback. Employee Engagement helps in
improving job performance, increased loyalty, motivation, productivity and retention, and
aiding recruitment along with choosing an employer of own within the company. In
organisations, it is vital to define clear vision and mission for providing guidance and
direction along with appealing stakeholders to stay which is possible by communicating
effectively which shows the purpose of employee engagement. Lastly, it is essential for
achieving the business goals along with improving employee engagement possible through
professional development.

EMPLOYEE ENGAGEMENT 5
References
Bedarkar, M. & Pandita, D., 2014. A Study on the Drivers of Employee Engagement
Impacting Employee Performance. Procedia - Social and Behavioral Sciences, Volume 133,
pp. 106-115.
Brown, A., 2018. Why is Employee Engagement So Important?. [Online]
Available at: https://www.engagementmultiplier.com/blog/why-is-employee-engagement-so-
important/
[Accessed 5 March 2020].
Casserley, T., 2011. Employee engagement - align organisational aims with employee
desires. [Online]
Available at: https://www.hrzone.com/engage/employees/employee-engagement-align-
organisational-aims-with-employee-desires
[Accessed 4 March 2020].
Clapon, P., 2016. The Top 3 Employee Engagement Drivers. [Online]
Available at: https://gethppy.com/employee-engagement/the-top-3-employee-engagement-
drivers
[Accessed 5 March 2020].
Gifford, J., 2019. Employee engagement and motivation. [Online]
Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/engagement/
factsheet
[Accessed 5 March 2020].
Insights, 2014. Employee Engagement. [Online]
Available at: https://www.insights.com/media/1102/employee-engagement-whitepaper.pdf
[Accessed 4 March 2020].
Johnson, A., 2014. How to get employees to align with the company's mission. [Online]
Available at: https://www.bizjournals.com/bizjournals/how-to/growth-strategies/2014/06/
how-to-get-employees-to-align-with-company-mission.html
[Accessed 4 March 2020].

EMPLOYEE ENGAGEMENT 6
Kappel, M., 2018. How To Establish A Culture Of Employee Engagement. [Online]
Available at: https://www.forbes.com/sites/mikekappel/2018/01/04/how-to-establish-a-
culture-of-employee-engagement/#497eb2c58dc4
[Accessed 5 March 2020].
Kariuki, N. W., 2015. ROLE OF JOB DESIGN ON EMPLOYEE ENGAGEMENT IN
PRIVATE UNIVERSITIES IN KENYA: A CASE OF PRESBYTERIAN UNIVERSITY OF
EAST AFRICA. The Strategic Journal of Business & Change Management, 2(60), pp. 365-
385.
Kruse, K., 2012. What Is Employee Engagement. [Online]
Available at: https://www.forbes.com/sites/kevinkruse/2012/06/22/employee-engagement-
what-and-why/#45de0f2e7f37
[Accessed 4 March 2020].
Robins, A., 2017. 6 Amazing Benefits Of Employee Engagement. [Online]
Available at: https://officevibe.com/blog/employee-engagement-benefits
[Accessed 5 March 2020].
Roden, K., 2012. The Three Dimensions of Employee Engagement. [Online]
Available at: https://www.tlnt.com/the-three-dimensions-of-employee-engagement/
[Accessed 4 March 2020].
Rogers, E., 2014. ALIGNING EMPLOYEE ENGAGEMENT WITH CORPORATE
STRATEGY. [Online]
Available at: https://ccc.bc.edu/content/ccc/blog-home/2014/08/blog-2014-08-aligning-
employee-engagement-with-corporate-strategy.html
[Accessed 5 March 2020].
Shantz, A., Alfes, K., Bailey, C. & Soane, E., 2013. The role of employee engagement in the
relationship between job design and task performance, citizenship and deviant behaviours.
The International Journal of Human Resource Management, 24(13), pp. 1-20.
Shoaib, G. M., 2019. The Concepts of Employee Engagement and Principal Dimensions.
[Online]
Available at: https://medium.com/@ghulam.mustafa01/the-concepts-of-employee-

EMPLOYEE ENGAGEMENT 7
engagement-and-principal-dimensions-28c2dc053712
[Accessed 4 March 2020].
Turley, C., 2019. The 8 Elements of Employee Engagement. [Online]
Available at: https://www.achievers.com/blog/8-elements-employee-engagement/
[Accessed 4 March 2020].
Ward, C., 2018. The four key drivers of employee engagement. [Online]
Available at: https://www.mycustomer.com/experience/engagement/the-four-key-drivers-of-
employee-engagement
[Accessed 5 March 2020].