Factors Associated with Employee Engagement and Their Relative Outcomes

This paper discusses fundamental drivers of employee engagement and will assess the application of employee engagement through the means of job design, role autonomy, discretionary behaviour (OCBs) and will further examine the implementation of Gallup Q 12 and IES diagnostic tool in order to measure the rate of employee engagement in an organization. The paper also proposes relevant people resourcing, development, performance and communication strategies to raise levels of employee engagement.

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Name of the Student:
Name of the University:
Author note:

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Executive Summary
Employee engagement is considered to be significant for the effective attainment of success and
progress in any organization. However , employee engagement has a direct association between
the organizational outcomes and several factors which play a decisive role in organizational
performance. Thus every employee must consider the rate of engagement and involvement with
the assigned role and job environment. The paper deals with factors associated with factors
related to employee engagement and their relative outcomes. The whole paper discusses
fundamental drivers of employee engagement and will assess the application of employee
engagement through the means of job design, role autonomy , discretionary behaviour (OCBs)
and will further examine the implementation of Gallup Q 12 and IES diagnostic tool in order to
measure the rate of employee engagement in an organization. Lastly, the report will create an
EVP plan to elevate the degree of employee engagement and will also propose relevant people
resourcing, development, performance and communication strategies to raise levels of employee
engagement.

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................4
(1.1)Analyze the meaning, principal dimensions and components of ‘employee engagement’
and compare with other related concepts.....................................................................................4
(1.2) Justify the need for alignment between engagement practices and other corporate
components if the full benefits of high engagement are to be realised.......................................5
(2.1) Identify the principle drivers of employee engagement and evaluate the business benefits
for the organization and different stakeholders...........................................................................6
(2.2) Explain the application of employee engagement through job design, discretionary
behavior, role autonomy and organizational citizenship.............................................................8
(3.1) Identify and evaluate the use of diagnostic tools for measuring employee attitudes and
levels of employee engagement.................................................................................................11
(3.2) Construct an ‘employee value proposition’ and propose relevant strategies to raise levels
of employee engagement and address any barriers...................................................................13
(3.3) Propose relevant people resourcing, development, performance and communication
strategies to raise levels of employee engagement....................................................................16
Conclusion.....................................................................................................................................18
References......................................................................................................................................20

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Introduction
Employee engagement has been an intriguing subject area for any organization in the
globalization era. The notion associated with employee engagement is regarded as commitment,
passion and enthusiasm of employees along with the effective leadership techniques with the
support from the senior level management to the employee base. Human resource leaders
establish the coercion and belief of their organization and further broaden the area of the positive
morale to the employees in the business enterprise. Immensely motivated and enthusiast
employees reveal greater degree of inclination in the contribution of more of the organizational
effectiveness and productivity by underpinning the sustainability of enhanced level of
commitment. The concept of employee engagement has been referred to the degree of
association and involvement of the employee base along with its significant participation towards
the organization as well as its standards and values (Beukes and Botha 2013). However,
employee engagement is often defined as a positive attitude held by the employees towards the
organization along with its values. It has been noted that an engaged employee with high degree
of participation and involvement in the organization develop high level of awareness of the
business context, work culture and performs its functions with workplace associates in order to
improve the level of performance within the job for the benefits of the business enterprise
(Bailey et al. 2017). Engaged employees are recognized to play a contributory role to the
organization and nurture the level of engagement and participation that is regarded as a dual
relationship between employer and employee. This paper attempts to analyse the relevance of
engaged employees for the progress and development of organization and its success by focusing
on the various dimensions of employee engagement by analysing the way it varies from
organizational commitment, job participation and level of job contentment. The paper can further

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be used to a brief evaluation of organizational profit and the way it benefits the primary
stakeholders of the company (Scrima et al. 2014). In addition to this, it will further evaluate the
need for adhering to the process of employee engagement by shedding light on aspects related to
organization’s aims, ideologies, standards along with its business plans and strategies. Lastly, the
paper will focus on various HRM diagnostic tools such as employee behavioural patterns,
employee turnover rates to attain the detailed understanding of employee value proposition. The
primary aim of the study is to relate to the way organization’s operate at complex and informed
circumstances and lead towards the path of organizational success (Ariani 2013).
Discussion
(1.1)Analyze the meaning, principal dimensions and components of ‘employee
engagement’ and compare with other related concepts.
As employee engagement has taken a significant position in the discourse of
organizational efficacy its connotation lies on the impact on employee productivity, signifying an
in-depth level of association, passion and dedication for work in comparison to the similar
constructs related to organizational commitment and job satisfaction. The prominence of
employee engagement in organizational concerns has been recognized as a collective and
inherent perception which is associated with the rate of effectiveness and productivity of the
organization (Beukes and Botha 2013). However, it has been identified that employee
engagement does not comprise of a single or accepted connotation. The Chartered Institute of
Personnel and Development comprise of three dimensional approaches in order to comprehend
the concept of employee engagement.

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 Intellectual engagement- Well-comprehensive and intriguing thoughts related to the job
and the way to bring developments (Bailey et al. 2017)
 Affective engagement-Affirmative feelings of performing a satisfied job
 Social Engagement- Consideration of dynamic opportunities in order to discuss work-
sensitive developments with others at work (Scrima et al. 2014)..
(1.2) Justify the need for alignment between engagement practices and other
corporate components if the full benefits of high engagement are to be realised.
However, such connotations can be regarded as apposite for some organizations, job roles
and responsibilities as well as its employee base. It is important to note that some job roles such
as manufacturing industry involve highly monotonous job responsibilities which do not
necessarily evoke the rate of intellectual engagement where even employees seek intellectual
participation and engagement from their work (Scrima et al. 2014).. Furthermore, it can be sited
that in such situational perspectives the other factors have a substitutionary role in the
functioning of the overall level of engagement. The dual role related to the theory of engagement
and employee participation aids both the organization as well as its employee base. It further
explicitly associates the conceptualization of motivation and the way it is evoked through the
conditions placed within the workplace. Thus it has been stated that a highly motivated employee
not only reveals its inclination towards roles but further develop the sense of involvement with
the business it is associated with and have a degree of psychological energy to undertake it.
At this juncture, it is significant to recognize that while level of employee commitment
has been referred to the degree of employee’s job satisfaction rate as well as the proper
classification with the business enterprise, the concept of employee engagement goes beyond the

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domain of organizational behaviour and further involves the employee making discretionary or
restricted efforts towards accomplishment of organizational goals and strategies (Beukes and
Botha 2013). While participative employees reveal satisfaction factors with the assigned roles
and responsibilities, it is important to note that contented employees do not necessarily engaged
with theirs. Few organizations show sole interest about their employees who reveal higher
satisfaction and contentment(Wang and Hsieh 2013). For instance it can be stated that employee
commitment can be regarded as the extent to which the employee base of the organization are
bound with emotional attachments to their organization whereas employee engagement is
referred to the degree to which employees reveal a certain degree of passion towards their job
role and dedication towards their workplace associates and the organization (Anitha 2014).
(2.1) Identify the principle drivers of employee engagement and evaluate the
business benefits for the organization and different stakeholders.
The idea of employee engagement is regarded as a measurable degree of an employee’s
positive or unconstructive emotional attachment towards their work responsibilities, workplace
associates as well as the organization which pose insightful influence towards the degree of
compliance to develop understanding and perform at work (Scrima et al. 2014). Certain reports
analyse the explanation of the 10 C’s of employee engagement such as:
1. Connect- Sincere employee engagement can effectively be initiated if employees
develop the sense of positive and well-established behaviours towards their association
with leaders.
2. Career- Management and supervisors must provide work for their employees with
critical as well as significant job responsibilities. For instance, management of an

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organization should aim to set goals and objectives which would lead to the progress of
career and enhanced rewards (Bedarkar and Pandita 2014).
3. Clarity- Leaders must aim to communicate a distinctive vision whereby factors of
communication play an contributory role in any association. Leaders with immense
clarity in vision and knowledge tend to condense the tension and complexities created
between employees and management.
4. Convey- Leaders need to provide clarifications to their perceptions of the employees and
further provide sincere reviews on the level of their performance in the organization.
5. Congratulate: Effective organizational growth gets developed with proper recognition of
employee and their work (Scrima et al. 2014).
6. Contribution- Showing the significance of the roles and functioning of employees can
be regarded as an important factor to enhance the level of employee engagement and let
the employees be aware of the rate of contribution they provide to the organization.
7. Control- Employees need, demands and ideologies must be regulated over the flow and
pace of their job responsibilities.
8. Collaborate- Employees performing team works tend to develop a level of trust and
support towards the other team associates. It has noted that successful team associates
demonstrate effective leadership qualities as they promote positive collaboration and
integration (Epstein and Buhovac 2014).
9. Credibility: Effective leaders tend to attempt to sustain the reputation level of an
organization and exhibit immense ethical principles and standards. It has further been
noted that once there has been witnessed a deficit of reliability there lacks a proper
direction within the organizational structure.

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10. Confidence- Leaders with high efficiency tend to widen the scope of confidence within
the organizational culture by being exemplars of high ethical and performance standards.
According to certain reports, engaged employees tend to cause organizations to develop
revenues to the extent as organizations with declined engagement levels. It further enhances the
customer experience and further leads to the improvement of customer loyalty and satisfaction.
Several observations have revealed that companies exhibiting higher degree of employee
engagement scores had twice the rate of stakeholders’ loyalty in comparison to organizations
with the average employee engagement levels (O’Riordan and Fairbrass 2014). Google, one of
the leading multinational organizations has revealed utmost transparency can be sited as classic
example of revealing astonishing employee engagement further obtaining immense
organizational benefits.
(2.2) Explain the application of employee engagement through job design,
discretionary behavior, role autonomy and organizational citizenship.
Job Design and Employee Engagement
Leading theorists focusing on employee engagement studies have emphasized the role of
job design in fostering employee engagement whereby it states that work perspectives establish
conditions in which individuals can personally develop their level of engagement with their
work. Job Demands Resources (JDR) Model further has emphasised the role of job design in
generating high degree of engagement. Furthermore, the model sheds light on the way factors
related to physical, social or organizational aspects of the job can be considered as a source of
involvement for people as job resources tend to diminish the destructive impacts of growth and
learning (Armstrong and Taylor 2014). However, there can be witnessed certain theoretical and

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empirical bases for associating each aspect of job design towards engagement. It has been noted
that a job which entails a variety of tasks, the job incumbent tend to face a sense of energetic
connection with work activities ( Shantz et al. 2013). Researches reveal that monotony results
job holders to encounter factors associated o psychological suffering which further cause the
employees to cognitively disengage from their work (Pandey and Dutta 2013).
Discretionary Behaviour related to Employee Engagement
Organizational Citizenship Behaviour (OCB) are regarded as discretionary behaviours
which provide contribution to the organization by nurturing a social environment that is
beneficial to the attainment of work and further involves behaviours such as provide assistance to
others and advocating the organization. OCBs are regarded as a specific thread of observation
pioneered by Denis Organ of Indiana University in the USA (Benn, Edwards and Williams
2014). Furthermore, Broaden and Build Theory further suggests that rate of engagement is
associated with elevated rate of enactment of OCBs and further asserts that employees with
constructive state such as engagement experience expanded the cognition that is related to the
greater degree of creativity, expanded scope of attention and sincerity to information (Freeney
and Fellenz 2013). However, empirical observation has underpinned the association n between
employee engagement and OCBs whereby rate of engagement results to greater degree of OCB
and engagement leads to proactive behaviour, taking inventiveness and initiatives and pursuit of
learning aims and objectives (Estampe et al. 2013).
Role autonomy positively linked to employee engagement
Role autonomy emphasizes on the greater degree of control of individuals over whole
piece of constructive work which results to the increased connection with the job and

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responsibility. Furthermore, job holders who rate their job as high in task identification are
expected to exhibit greater degree of engagement towards work.
As employee engagement is considered to be one of the essential objectives of talent
strategy several organizations such as Emirates National Bank Dubai is thus aiming to evaluate
employee engagement in regular employee surveys as a significant business indicator. The Aon
Hewitt’s model of employee engagement aims to provide empirical substantiation for the
legitimacy of engagement evaluation from the extensive global employee observation of a wide
range of employees (Rauter, Jonker and Baumgartner 2017).
The Aon Hewitt engagement model involves certain organizational motivators and
business outcomes of employee engagement along with individual consequences related to
engagement. As engagement is considered to have incorporated an amalgamation of various
constructs like affective or continuance dedication, motivation as well as OCBs, thus it can be
stated that forms of employee engagement tends to include an amalgamation of practical
perceptions, emotions, intentions and behavioural patterns required for the optimal performance
and organizational efficiency (Bakker and Demerouti 2014). The Emirates National Bank of

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Dubai considers its stakeholders as associations or individuals who possess the tendency of being
influenced by the operational activities of the organization, products and services and further
play a decisive role in the competence level of the organization to accomplish expected goals and
targets. However, this engagement model associated with the consideration of employee base
through the employee engagement model has allowed Aon Hewitt to evaluate the degree of
employee engagement in the Emirates NBD. This model has effectively identified the rate of
decisiveness of the employee base of Emirates NBD and the organization’s influence on the
stakeholder association (Bedarkar and Pandita 2014). Furthermore, the Bank through bi-annual
Employee Engagement Surveys also regarded as SOUWTI has led employee to raise areas
associated to the guarantee the rate of employee retention and organizational development.
Emirates NBD through the model of ‘Say, Stay and Strive’ has effectively facilitated the
communication procedure of employees with the bank and focused on areas related to
compensation, induction, growth and advancement (Bedarkar and Pandita 2014).
(3.1) Identify and evaluate the use of diagnostic tools for measuring employee
attitudes and levels of employee engagement
There has a significant deal of interest in employee engagement whereby several
observers stated that employee engagement anticipates employee outcomes; organizational
achievements along with financial performance for example total stakeholder revenues.
However, it has been reported that in recent time’s major proportion of employee have shown
high rate of disengagement further resulting to engagement gap. For example, UK businesses
$300 billion a year in lost productivity (Shuck et al. 2013). Several different metrics have been
utilized in order to evaluate the rate of employee engagement. Through diagnostic tools
organizations may further measure factors like absenteeism rates, the voluntary retention rates or

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the percentage of employees completing an individual developmental strategy. Recent employee
engagement tools can be used which can be measured through the degree of employees
completing the process of orientation, along with the rate of new recruits who are undergoing
training sessions. However, the universally used diagnostic tools for analyzing the rate of
employee engagement are forms of questionnaires and surveys. Gallup Q 12 is regarded as one
of the most commonly used diagnostic tool for evaluating the elements related to employee
engagement. Being recognized as a survey it primarily comprises of 12 questions and is further
considered as an easily comprehensive tool as it aims to put similar questions to all participants
(Kehoe and Wright 2013). As a result, Gallup Q12 can easily be comprehended by an
organization in order to establish the yardstick against the evaluation from other organizations or
the whole industry. Gallup Q 12 comprises questions such as:
1. Do you know what is expected from your role at work?
2. In past seven days, have you r received any form of recognition for efforts at work?
3. How much importance is given your opinions and ideas?
Following to the accumulation of measurements, the organizational management teams
tend to evaluate the data that has been gathered. At the initial stage the evaluators tend to focus
on the overall employee engagement scores. Furthermore, these managerial teams reveal their
inclination in the responses provided against the individual survey questions which can aid to
evaluate significant strengths and limitations associated to employee engagement.
The IES diagnostic tool further defines the concept of employee engagement as a
positive response held by the employees towards the organization and its standards and
principles. The IES’s observation into employee engagement has been underpinned by the

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interest and engagement of several IES HR Networks associated organizations. However, IES
revealed the conceptualization of employee engagement with member as well as client
organization before the embarking on empirical observation into the evaluation of rate of
employee engagement and further establishing primary drivers of employee engagement. IES is
regarded as an autonomous, apolitical and universal tool for observing and consulting issues in
areas of human resource (Sempik and Raidén 2013).
(3.2) Construct an ‘employee value proposition’ and propose relevant strategies to
raise levels of employee engagement and address any barriers.
It has often been assumed that the fundamental driver of employee engagement is
essentially based on monetary terms. However, in realistic terms it has been stated that primary
levers of employee engagement are about executing effective distribution of available resources
in order to get the most productive resources on talent investment and further utilizing non-cash
employee participation levers.
1. Develop and Deliver a Compelling Integrated Employer Value Proposition (EVP)
The Emirates NBD with a significant compelling employee value proposition have
effectively engaged its employees. The EVP has high rate of distinctiveness towards the
organization. In order to raise the level of employee engagement the value proposition proposal
must be interpreted in broader range whereby all the factors which establish the level of
employee experience at Emirates NBD including monetary as well as non-monetary factors,
along with both tangible and non-tangible factors (Truss et al. 2013).

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2. Drive a persuasive EVP with a well-formulated Total Rewards Program
The overall rewards programs for Emirates NBD must be formulated in order to appeal to
the diverse range of requirements and interests to its employee base. Furthermore, the thorough
detail of monetarily, employing highly proficient employees, engaging them and further creating
retention is related to proper strategically executed decision-making procedures and the way
Emirates NBD can effectively allocate resources within the mix it is offering and the rate of
efficiency to which the Bank’s strategic aims and targets can be accomplished (Tims et al. 2013).
3. Engage in an enduring, multifaceted rewards conversation with employee base
Emirates Bank must consider data collection tools that include surveys, focus groups,
interviews and establishing interpersonal conversation with employees. However, the Bank must
develop the goal based on employees’ preferences and not wants or demands.
4. Differentiation among rewards and recognition
It has been noted that a series of organizations in recent times have been claiming that
‘diversity is strength’ and eventually prove this by creating an inflexible rewards offering no
significant personalization or customization which tend to provide equal and justified treatment.

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Emirates NBD must take into account several ways of establishing greater degree of
personalization or customization (Sempik and Raidén 2013).
5. Provide Overall Rewards Statements
Employees often assume that the amount mentioned on their remuneration package as the
total value which they receive from the organization. However, an essential part of effective EVP
and overall rewards program proposal is the development and allocation of total rate of rewards
statements which offer high degree of transparency to the employee base related to the total
value.
6. Measure of Employee Engagement
It has been noted that evaluation of employee engagement is a challenging task. However
there can be witnessed several approaches to handle on the possibilities of the profits or loss of
the organization. Behaviours of employees can be observed and evaluated. Emirates NBD must
establish metrics in order to evaluate the rate of efficiency of various initiatives or the total
rewards programs. There has been witnessed as immeasurable range of metrics and further
evaluates the metrics to use to create EVP plan (Sempik and Raidén 2013). For example, Total
labour expenditure, labour cost growth as an operating plan of revenue development and revenue
or reward dollar. However, these measures could be lessened in order to shed light on significant
elements of the rewards spectrum such as monetary compensation, benefits, professional
advancement.
7. Focus on High Proficient Talent

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Every organization comprises two diverging groups of talent namely ‘top talent’ and
‘core talent’. Emirates NBD in order to determine the formation of such groups must focus on
the rate of performance appraisals, recognition of top talent and factors crucial for the path of
success of the bank Furthermore, the Bank must ensure that the high proficient level must be
underpinned by other significant individuals involving managerial and executive levels (Sempik
and Raidén 2013).
8. Establish Effective Leadership Capacity
Leadership techniques are considered to be diverse from management techniques.
Though both are significant and must persistently be developed for an organization in order to
achieve growth and advancements.
9. Promote “EVP”
One of the essential element of organizational efforts to productively recruit, retain,
expand and engage employees is to promote the EVP plan of Emirate NBD or total rewards
program. This is considered to be partially visual, emotional, cultural and practical.
(3.3) Propose relevant people resourcing, development, performance and
communication strategies to raise levels of employee engagement.
 People Resourcing Strategies
People resourcing strategies effectively ascertain that the organization obtains and retains
employees it requires and further employs them in efficient manner. The primary purpose of this
strategy is to determine that an organization attains competitive benefits by employing highly
proficient employees in comparison to its competitors. The people resourcing strategy must take

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into consideration the fundamental strategy of an organization and develop the understanding of
the essential directions to the path which the company is following. This strategy presumes
planning activities such as demand forecasting, supply forecasting, further analysing the demand
and supply forecast in order to identify prospective deficits or surpluses.
 People Developmental Strategies
While employee growth and development is considered as a fundamental element associated to
the human resource strategy, it is significant for Emirate NBD developmental programs to be in
effective alignment with the overall approaches of the organization. Prior to the establishment of
developmental aims and strategies, the leaders of the Bank must initially evaluate the Bank’s
fundamental capacities to determine the significance of the skills which play vital role to the
organization as a whole. For example, if an organization encounters a deficit of well-established
leadership competencies, then it might focus on the implementation of leadership development
training and induction (Beukes and Botha 2013).
 Performance Strategies
Performance Strategies are considered to be the procedure which facilitates the productivity level
of compensation system by incorporating employee performance which further comprises of
higher degree of organizational performance in order to promote self-interest. It primarily aim to
concretize the fundamental rate of organizational performance association with the ongoing and
persistent strategic planning (Beukes and Botha 2013).
 Communication Strategy

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Concept of communication strategy is regarded as a critical element of linking situational
analysis and the execution of a social as well as behavioural change communication program.
Furthermore, effective communication strategies implement systematic procedures along with
behavioural theory in order to design and use communication operational activities which
acknowledge sustainable social and behavioural transition (Beukes and Botha 2013). The
communication program team involving program managers as well as communication executives
would function in integrated manner to develop communication strategy in effective manner.
With the proper completion of functions in communication strategy the management team will
effectively establish the way their program wants to involve the group of stakeholders and
associates in strategy development and further apply the fundamental standards of
communication strategy to develop the individualistic strategy of the organization.
Conclusion
The primary aim of the report was to offer a comprehensive discourse on the significant
outcomes of employee engagement which drives the rate of organizational performance by
further enhancing the level of retention, consumer loyalty, efficiency, safety and profitability.
Highly motivated employees tend to reveal greater degree of concern towards their organization
and responsibilities in order to provide contribution towards the path of organizational success.
However in recent era of economic instability, engaging employees has been regarded as critical
in order to ensure an organization’s longevity and level of profitability. The report has
effectively evaluated the fundamental dimensions and elements of the concept of employee
engagement and analyse the need for the coalition between engagement practices and other
corporate components with overall benefits of high employee engagement. Furthermore, the
paper has focused on fundamental drivers of employee engagement and evaluate the application

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of employee engagement through the means of job design, role autonomy , discretionary
behaviour (OCBs) and further examine the implementation of Gallup Q 12 and IES diagnostic
tool to measure the rate of employee engagement in an organization. Lastly, the report has
constructed an EVP plan to elevate the degree of employee engagement and also propose
relevant people resourcing, development, performance and communication strategies to raise
levels of employee engagement.

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