Employee Engagement in the NHS

This assignment explores the concept of employee engagement in the National Health Service (NHS). It discusses various studies and research papers that examine the relationship between employee engagement, job satisfaction, and organizational commitment. The assignment also touches upon the importance of effective leadership and communication in fostering a positive work environment. Additionally, it highlights the role of employee engagement in improving patient outcomes and hospital performance.

Running head: EMPLOYEE ENGAGEMENT ON ORGANIZATIONAL PERFORMANCE
EMPLOYEE ENGAGEMENT ON ORGANIZATIONAL PERFORMANCE
Name of the Student
Name of the University
Author Note

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Abstract
The paper has shed light on the employee engagement issue in NHS and how their organizational
performance is being disturbed for the reason. The paper also identifies the factors of
organization performance and how these factors are affecting the performance of employees.
Engagement in every section like communication, trade, motivation, participation, leadership is
highlighted in the paper. The break-even point where the distance between employees is
absent,they are trying to engage with each other and their steps for this process is also discussed
in this aspect. The rational thinking of challenges and their recommended mitigation process like
engagement activities or events will be applicable for the organization as well as for the
employees to deliver their best for the enhancing productivity of the organization. NHS is
suffering from the situation so their engagement issues are underlined and possible activities to
demonstrate the overall mitigation process has been stated.

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Table of Contents
Introduction......................................................................................................................................3
Employee engagement.....................................................................................................................4
Engagement impact on organizational performance.......................................................................5
Factors of employee engagement....................................................................................................6
Employee voice and involvement....................................................................................................7
Trade union and partnership working in healthcare sectors............................................................8
Challenges of employee engagement..............................................................................................8
Recommended application for employee engagement....................................................................9
The gap in the literature.................................................................................................................10
Limitation in the literature.............................................................................................................11
Future research and Conclusion.....................................................................................................11
References......................................................................................................................................12
Appendices....................................................................................................................................15

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Introduction
Employee engagement is one of the rising agendas for the organization as every
individual in the company is doing their best for the organization and this commitment and
dedication is needed for the success of the company. In case of healthcare sectors, psychological
engagement is the most important factor to engage with patients and help them and provide them
with a good future. Increase in work intensity and funding freeze situation in the workplace is
quite prevalent now and for that reason change in working culture and innovative redirection of
ideas need to be implemented to get competitive advantages for the company. National Health
Services (NHS) is one of the largest healthcare company and they need to maintain employee
engagement to sustain their position and get the best outcome from patients. 1.3 million
Employees are doing almost 300 jobs in this organization (Nhsemployers.org 2014). They have
different expertise, skill,and knowledge to pursue their job role. From the organization point of
view, they have to motivate their employees so that an active mindset and better linking of
commitment is presented over there.
High performance is expected from the employees and their performance matters in case
of engagement with the organization’s management and other employees. A constructive
engagement is needed from the employees to enrich the potential of the company and deliver a
more impactful outcome in case of the healthcare organization. The decision-making criteria of
these employees need to be high so that in every diverse situation they can believe in their mind
and provide a trustworthy outcome for patients (Albdour and Altarawneh 2014). The scope of
this paper is to determine the employee engagement factors and analyze how these factors are
related to organizational performance. In most of the case, efforts from the management and a

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change in infrastructural policies are liable for that, but clinical identifications of all these aspects
are notified in this paper.
Employee engagement
Employee engagement is a mounting evidence that provides positive attitude to the
employees for the enhancement of organizational values and beliefs. In case of developing the
engagement, business awareness and the sound knowledge of customer handling is the most
important process of maintaining a relationship with customers and management. This is
considered asthe two-way relationship where management and patients both are acknowledged
(Andrew and Sofian 2012). There are three separate key aspects of employee engagement. These
are: staff advocacy, motivation,and involvement. As asserted by West and Dawson(2012) staff
advocacy is completely used in patient care occasions. Patients need trust from their doctors,
nurses and any of the employees related to the hospital. The place of receiving treatment is
always special for them and they need enough engagement with the employees so that
involvement in the work will retain in their activities.
Motivation is another factor that encourages involvement and provides opportunities to
the employees. Through motivation and trust, employee engagement will remain strong (Truss et
al. 2013). The motivation can be provided in the form of money, encouragement, training
facilities and rewards and recognition, as these will provide the intrinsic and extrinsic motivation
for an employee. In case of diverse culture, workplace and engagements are important for the
employees and that supports the best outcome for healthcare industries (Nhsemployers.org
2014). In case of wellbeing situation, employees’ satisfaction and low level of engagement are
the problem situations. In that case, retention might be a threat to the company but if the policies

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are underlined in a fine way, then it will be a fundamental issue of building a relationship with
employees.
Engagement impact on organizational performance
Employee engagement is an independent variable that works over a dependent variable of
organizational performance. Performance is depending on the positivity of employees and their
work culture in the organization. The right worker needs to be placed in the right place so that
skillful orientation of engagement is addressed in the right way. Participation of employees in
case of better production is not impactful if there is no engagement between them. As
commented by Alfes et al. (2013) the organization has separate objectives and all these
objectives are leading towards positive goal making. Leadership is another aspect that
encourages employees to mitigate their internal ice shield and communicate with each other
(Alfes et al. 2013). Leaders also encourage a relationship between the employees and influences
diverse culture and cross-cultural mindset of employees. It will help in organization process to
lead in correct dimension and made the process in a proper way so that effective outcomes can
be gained.
Leadership theory like the path-goal theory is a process to motivate employees in a right
path so that goal can be achieved by them. Selection of leadership style is also important in that
segment and that achievement-oriented leadership will properly fit the situation
(Nhsemployers.org 2014). Defining goals, removing the obstacles and providing support to
employees is the main focus of motivation and that will help employees to get a control over
theirexperienceand direct it towards achieving their goals.

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Motivation factor is another element and through the Herzberg two factor theory, an
organization can motivate their employee so that effective outcome can be extracted. Quality of
supervision, payment issues, company policies, physical working conditions, job security all
these are aspects that are considered in hygiene factors. Level of job satisfaction needs to evolve
in this so that demotivating factors can be nullified (Bakker, Tims and Derks 2012). Motivation
factors like promotion, opportunities, personal growth, recognition, responsibility, and
achievement are also helpful in case of employees’ engagement and that will impact over the
pro-activity, initiatives and involvement in decision-making cases.
Factors of employee engagement
There are several factors in case of employee engagement and taking out the best
organizational performance from that. Supporting team activity and working in a commonplace
may increase employees’ engagement but as their skill and knowledge are different so a
diversified culture exists in that case. The accountability factor is the first factor in this
engagement. The percentage of accounting factors that help the organization to develop their
business exists in case of presence of trust and belief (Biswas and Bhatnagar 2013). In some
cases, employees are from thesame place or same background, so they have a good relationship
in this case and that is reflected in employee engagement as well. Training and development
process are implemented in the workplace to develop the standard of the organization. So, in
those learning process employees have learned something new (Nhsemployers.org 2014). Agility
is another factor in employees’ engagement as that determines the employees’ engagement and
the speedy acceleration of the company. As stated by Lowe (2012) Recognition is another
engagement factor and through the post and position employees are getting closure from the
management responsibility will come over them to develop the workplace.

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Trust and care for the organization and fellow employees is another encouraging factor
for employee engagement. Through the caring nature and bonding, relationship will grow and
that influenced over the organizational development (Hoon Song et al. 2012). Resources are
another employee engagement matter that involves the development of the employee and
provides them enough opportunity to justify their place in the organization. As stated by Bal,
Kooij and De Jong (2013) Emotional understanding, commitment, trusts all these factors with
the political mindset of job understating are the basic issue of development. Training
development and engagement of confidence is the basic structure of the engagement case and it
hasa positive outcome in objectives. Factors like business class orientation and managing people
in the organization is the job of the leader and if they do it in an efficient manner then
employees’ engagement is in intact form.
Employee voice and involvement
Voice and communication is a process of employee engagement. An employee can direct
a change in the organization if their voices have those reasons to be implemented. Sometimes
communication is creating a gap between employees and management and that affects in
relationship and engagement. If proper communication is not placed in a relevant manner then it
will be impossible for the employees to indulge with the company. In case of healthcare,
communication with patients is an impactful way to recover them for the state they are in. As
mentioned by Brunetto et al. (2012) there is also a burly connection between perceptions of
employee voice and employee commitment in the NHS Staff Review. The process is
highlighting that matter or communication and the need for communication in the organization.
In case of implementing something innovative in the organization, suggestions from the
employees are also applicable and management has to consider those implementations for the

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development of the organization (Nhsemployers.org 2014). The presenting term is language and
voice which is the important aspect of building the engagement in the organization and skilled
communication can develop a good relationship with clients and management. There are some
cases where decision-making emergency has come and in those moments active participation of
communication is needed to maintain the company position.
Trade union and partnership working in healthcare sectors
Effective partnership and trade unions also persist in a healthcare organization. The high-
density unionpersistsin NHS and for that reason, an engagement scenario is noticed in healthcare
sectors. As stated by Bailey et al. (2017) there are strong levels of trade union mannerism and
due to that staff engagement and their partnership objectives are also same. This process is
adding up the value of the organization and that is the reason most of the cultures are directed in
the same way. Advocates of corporation working is recognized in a number of optimistic
outcomes (Nhsemployers.org 2014). It was seen as serving supply to the effectual message,
adding another trait through which superior leaders could appreciate the views of employees, and
providing them to recognize and address potentially difficult issues ahead of any situation. Inter-
personal relationship and mitigation of conflict situation is the most important matter that
evolves through the situation. Partnership requires commitment from employees’ side to enhance
the position of the organization in a suitable one and that support in structure has come in this
format.
Challenges of employee engagement
The issue of team bonding is the most problematic situation faced because of improper
employee engagement. Employee turnover rate has increased due to less amount of employee

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engagement. If a new memberjoins the team then team leader needs to take initiatives to get
them mixedwith the team (Bonias, Leggat and Bartram 2012). The responsibility persists for the
senior employees also to communicate with them and help in the critical situation. Another
challenge situation is the motivation and training and development issues are creating the
situation where motivation can be gained. In case of resignation and involvement of new
employees engagement rises as a problem for the management as well as for the employees. If
former employees were a part of a team and it has broken due to the resignation of some of the
employees’ then the introduction of a new person and the adjusting situation are quite
challenging for them (Swensen,Kabcenell and Shanafelt 2016). A cultural amalgamation process
is curtailed in that situation and employees are not motivated enough to stay back in the
organization. There are some organizational challenges also persist in case of the disoriented
focus group, as a section of employees are doing good productivity and still, they are unnoticed
by the management. This is a drawback of management not to focus on the entire organization
and that considers as a challenge in the organization as well.
Recommended application for employee engagement
In case of recommendation, engagement awareness training and explaining the
importance of the high level of engagement issues are important. Management needs to
understand the issue of intrinsic and extrinsic motivational factors that employees are facing.
Financial upgradation and promotion and rewards are important in this section and employees
get involved for that reason. The level of communication needs to improve and activities within
the team are helpful for that process. Working terms and conditions are needed to be safe and
that will not hamper the mindset or the balance of employees working culture and spare times.
Engagement board will be created by the management and that will be formed by the senior

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employees. They will take the additional responsibility of new members and align them learn the
objectives of the organization and deliver the working procedure to work them in an effective
manner.
Training and technological handling is another recommendation that needed to be
implemented so that employees are accustomed to those systems and do not fall in such situation
where technical skill becomes a barrier to them. Employees always want that management
knows them personally and ask as their name, this is also working as a motivating power when
employees consider themselves as one of the important members of the organization and they
understand their place in the organization.
The gap in the literature
The gap in literature identifies the possible blank portions that are untouched in this
research process. In case of employee engagement, activities differentiation and processing of
those activities are not identified. The existing practices need to be polished and reframed so that
employees use those practices for their future development. The spaces of activities dimension
are not specified as some of the journals are not mentioning about the process. The reason behind
curving down the performance of the organization is persisting on analysis of employees’
motivational factor. In that situation, a broader aspect of motivation theory may be used to
understating their expectation from the organization and this is one of the gaps that has found in
this literature review. Gap also determines in case of delivering excellence advice to manage
organization performance. The main aspect is the process cannot be managed and for that reason,
theory, model, and views from the literature papers need to be collected, which are not initiated
in this research thus considered as a gap.

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Limitation in the literature
This research is conducted with lots of limitation. The first limitation of this research is
the time. More time is needed to read and analyze some impactful journals to know the more
about the topic. Employee engagement is vast management aspect and researcher has to identify
all the factors, so it will take time and the provided time is not enough to consider the thing. The
next limitation is money. Some of the relevant journals are paid journal and the amount of
money is not there to purchase the book or journal so this limitation is also there in this research.
Future research and Conclusion
The research has provided in-depth analysis of two factors as employee engagement and
organizational performance. If the stable condition is not provided to the employees’ then
organizational performance will decrease. All these aspects of employee engagement in NHS
rather healthcare sector are the concern findings of that research. In case of finding the reason
behind this perspective literature review and related model and theories will help students.
Therefore it can be concluded from the finding that organizational performance is
completely depending on employee engagement. The reasons behind employee engagement are
motivation, recognition, activities, communications, promotions, and rewards. All these
aspectsare highlighting employees’ job satisfaction and desire to work in a proper way where the
company can earn something and gain a good market position in this competitive market.

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References
Albdour, A.A. andAltarawneh, I.I., 2014. Employee engagement and organizational
commitment: Evidence from Jordan. International Journal of Business, 19(2), p.192.
Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between line
manager behavior, perceived HRM practices, and individual performance: Examining the
mediating role of engagement. Human resource management, 52(6), pp.839-859.
Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between line
manager behavior, perceived HRM practices, and individual performance: Examining the
mediating role of engagement. Human resource management, 52(6), pp.839-859.
Andrew, O.C. andSofian, S., 2012. Individual factors and work outcomes of employee
engagement. Procedia-Social and Behavioral Sciences, 40, pp.498-508.
Bailey, C., Madden, A., Alfes, K. and Fletcher, L., 2017. The meaning, antecedents and
outcomes of employee engagement: A narrative synthesis. International Journal of Management
Reviews, 19(1), pp.31-53.
Bakker, A.B., Tims, M. andDerks, D., 2012. Proactive personality and job performance: The role
of job crafting and work engagement. Human relations, 65(10), pp.1359-1378.
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.

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Biswas, S. and Bhatnagar, J., 2013. Mediator analysis of employee engagement: role of
perceived organizational support, PO fit, organizational commitment and job
satisfaction. Vikalpa, 38(1), pp.27-40.
Bonias, D., Leggat, S.G. and Bartram, T., 2012. Encouraging participation in health system
reform: is clinical engagement a useful concept for policy and management?. Australian Health
Review, 36(4), pp.378-383.
Brunetto, Y., Teo, S.T., Shacklock, K. and Farr‐Wharton, R., 2012. Emotional intelligence, job
satisfaction, well‐being and engagement: explaining organisational commitment and turnover
intentions in policing. Human Resource Management Journal, 22(4), pp.428-441.
Hoon Song, J., Kolb, J.A., Hee Lee, U. and Kyoung Kim, H., 2012. Role of transformational
leadership in effective organizational knowledge creation practices: Mediating effects of
employees' work engagement. Human Resource Development Quarterly, 23(1), pp.65-101.
Lowe, G., 2012. How employee engagement matters for hospital performance. Healthcare
Quarterly, 15(2), pp.29-39.
Nhsemployers.org 2014 Meeting the Challenge: Successful Employee Engagement in the NHS
retrieved from: http://www.nhsemployers.org/-/media/Employers/Documents/Retain-and-
improve/Meeting-the-Challenge---Employee-Engagement-in-the-NHS---WEB-(1).pdf [Accessed
from 19th March 2018]
Swensen, S., Kabcenell, A. and Shanafelt, T., 2016. Physician-organization collaboration
reduces physician burnout and promotes engagement: the Mayo Clinic experience. Journal of
Healthcare Management, 61(2), pp.105-127.

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Truss, C., Shantz, A., Soane, E., Alfes, K. and Delbridge, R., 2013. Employee engagement,
organisational performance and individual well-being: exploring the evidence, developing the
theory.
West, M. and Dawson, J., 2012. Employee engagement and NHS performance. The King’s
Fund, 1, p.23.

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Appendices
Appendix 1:
Figure 1: Employee engagement in NHS
(Source: Nhsemployers.org 2014)
Appendix 2:

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Figure 2: Effect of communication and motivation percentage in NHS
(Source: Nhsemployers.org 2014)
Appendix 3:

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Figure 3: Herzberg Two Factor Theory
(Source: West and Dawson2012)
Appendix 4:
Figure 4: Path-Goal Theory
(Source: Lowe 2012)
Appendix 5:

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Figure 5: Patients engagement percentage in healthcare
(Source: Hoon Song et al. 2012)