Factors Associated with Employee Engagement and Their Relative Outcomes

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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