Employee Engagement in Management

This report provides an overview of employee engagement in management, including the dimensions and components of employee engagement, its difference from organizational commitment and job satisfaction, and the steps organizations take to create employee engagement through job design and discretionary behavior. It also discusses the business benefits of an engaged workforce and the alignment of engagement practices with corporate components.

Running head: MANAGEMENT
Employee Engagement
Name of the Student:
Name of the University:
Author Note:

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Executive Summary:
The aim of the report is to provide an overview of an engaged workforce and the contribution in
achieving the business outcomes. The report commences with an analysis of the dimensions and
the components of employee engagement and its difference from organizational commitment,
employee involvement and job satisfaction. The report also helps in identification of the
principle drivers and business benefits of engaged workforce and the means taken by an
organization in the creating employee engagement through job design and discretionary
behavior. The report also discusses about the alignment of the engagement practice through
corporate components. The report also puts across the evaluation of the diagnostic tools for the
measurement of employee attributes and engagement. Further, the report discusses employee
value proposition in promoting employee engagement through examples. There is discussion on
the HR strategies for raising the levels of employee engagement. However, from the above
analysis it has found that employee engagement is a vital aspect for every organization since
engaged employees’ leads to better productivity.

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Table of Contents
Introduction:....................................................................................................................................3
Discussion:.......................................................................................................................................4
1. Analysis of Principal Dimensions and Components of Employee Engagement and its
Difference with Oranizational Commitment, Employer Involvement and Job Satisfaction..........4
2. Identification of the Principal Drivers and Business Benefit of an Engaged Workforce and
Steps Organization takes in Creating of Employee Engagement e.g. through job design,
discretionary behavior.....................................................................................................................8
3. Brief Explanation of the Need of Aligning the Engagement Practice with Corporate
Components...................................................................................................................................15
4. Evaluation of the Suitable Diagnostic Tools for Measuring Employee Attitude and Levels of
Employee Engagement..................................................................................................................16
5. Example of Employee Value Proposition (EVP) to Promote Levels of the Employee
Engagement...................................................................................................................................17
6. Examples of the Relevant HR Strategies for raising Levels of the Employee Engagement.....18
Conclusion:....................................................................................................................................20
References:....................................................................................................................................21
Appendices:...................................................................................................................................25
Appendix I: Summary of the Report.............................................................................................25

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Introduction:
The report aims at providing an insight into the ways of having a more engaged
workforce along with a discussion of the contribution in achieving the outcomes of business. The
report provides an analysis into the principal dimensions and components of the employee
engagement and its difference from the related components that includes employee involvement,
job satisfaction and organizational commitment. The report also puts across an identification of
the principal drivers and the business benefits of having the engaged workforce and the steps that
the organization might take in creation of the employee engagement through discretionary
behavior and job design. There is also a brief explanation of aligning the engagement practices
through the corporate components. The report also evaluates the diagnostic tools for measuring
employee engagement and attributes. The report also puts across an example of the employee
value proposition for promoting the levels of the employee engagement. There are also examples
of HR strategies for addressing barriers and raising the levels of the employee engagement.

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Discussion:
1. Analysis of Principal Dimensions and Components of Employee Engagement and its
Difference with Oranizational Commitment, Employer Involvement and Job Satisfaction
Employee engagement refers to the connection that the employee expressess towards
his or her organization that helps in influencing their behavior and the extent of the work related
activities (Anitha 2014). In other words, empployee engagement can be defined as, “Employee
engagement is a workplace approach designed to ensure that employees are committed to their
organisation’s goals and values, motivated to contribute to organisational success, and are able at
the same time to enhance their own sense of well-being”. There exists two perspectives of
employee engagement. The first perpective according to Rothmann and Welsh (2013) mention
that “Engaged workers perform better and give extra discretionary effort”. The other perspective
according to CIPD (2009) puts across that “Employers want engaged employees because they
deliver improved business performance”.
Bakker & Demerouti (2014) tried to explain the concept of employee engagement with
the help of job demands-resources model also known as the JD-R model. This represented an
occupational stress model that suggested strain acts as the response between the demands of the
individual and the resources available for meeting the demands.

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Figure 1: JD-R Model
Source: (Bakker, Demerouti and Sanz-Vergel 2014)
The principal dimensions of employee engagement include (Warr and Inceoglu 2012):
 Intellectual: This dimension portrays the thought about the ways of improvement
 Affective: This dimension expresses positive feelings about the job
 Social: This dimension is primarily focused on the improvements and the active
discussions
The components of the employee engagement includes growth opportunity, skills to be
successful and passion for the job. Opportunities for the growth refers to the expansion of skill,
knowledge and abilities of the employees and apply them in newer situations. Skills on the other

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hand refers to the expertise necessary in performing the job. Passion however refers to the
enthusiasm, zeal and the emotion with which a employee performs his job.
According to Byrne, Peters and Weston (2016), dimensions and components of employee
engagement is different from oganizational commitment, employee involvement and job
satisfaction. This is represented in the table below:
Employee
Engagement
Employee
Commitment
Employee
Involvement
Job Satisfaction
1. Employee
engagement refers to
the fundamental
concept for
understanding and
describing, both
quantitatively and
qualitatively, the kind
of relationship that an
organization have
with its employees.
1. It refers to the
strength of the feeling
of responsibility that
employee have
towards the
organizational
mission
1. This refers to the
degree to which the
employee remains
engaged and
enthusiastic regarding
performing the work
1. This refers to the
feeling of enjoyment
or fulfillment that an
individual derives
from job. In other
words, it determines
the extent to which a
person likes or
dislikes his job
2. An engaged
employee represents
someone who portrays
dedication and
affection towards the
2. A committed
employee has the
potential desire of
continuing as the
member of business.
2. An involved
employee is the one
who aids the
organization in
fulfilling the mission
2. It is basically the
result of the appraisal
that results that help
an employee in
attaining the job value

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job that he/ she
performs without any
specific interest
except act as the
opportunity provider
for carrying out the
job.
He/she has a stronger
acceptance and belief
of the goals and
values of the business.
He/she also have the
willingness in going
the additional mile on
the behalf of
organization.
and meeting the
objectives through
application of their
expertise, ideas and
efforts towards
making decisions and
solving the problems
or meeting the basic
needs.
According to Cole et al. (2012), it is to be noted that productivity and improved
performance remains at the heart of the engagement which cannot be achieved through a
mechanistic approach that tries in extracting the discretionary effort through manipulating the
employee emotions and commitment. Employee can easily see through the attempts which lead
to the employee disillusionment and cynicism. In contrast to this, it can be said that the engaged
employees willingly and freely put forward discretionary effort as an integral part of the day to
day activity at work.
Swarnalatha and Prasanna (2013) stated that engagement represented a two way process
and the organizations should work towards engaging the employees who in return have the
choice regarding level of engagement for offering to the employees. An engaged employee
experiences blend of the organizational commitment, job involvement and satisfaction along
with the feelings of the empowerment. It refers to the concept that acts greater compared to
addition of the parts.

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In spite of the debate regarding precise meaning of the employee engagement there are
three things that needs to be known. This includes that employee engagement is measurable;
remains correlated with performance and varies from poor to the great. The vital aspect in this is
that employers play a huge role in impacting the level of engagement of the people (Nienaber
and Martins 2014) This makes it as one the most important tools in determining the success of
the business.
2. Identification of the Principal Drivers and Business Benefit of an Engaged Workforce
and Steps Organization takes in Creating of Employee Engagement e.g. through job
design, discretionary behavior
The principal drivers of an engaged workforce includes:
 Meaningfulness of the work: This is the most important driver where the senior
leadership has vision & communication and the line manager have a positive perception.
According to Deloitte report, a survey conducted on 560 employees identified
meaningfulness of the work as the third important driver of employee engagement
according to 76 percent of the respondents (Mone and London 2018). Here it is
important to note that being engaged at work seems next to impossible if the work done
by the employer does not seem to engage. Such situations results in creation of
inadequacy, frustration and unhappiness.
 Opinions on Management: According to Deloitte research, it has been found that over
six in every ten employees who planned in staying with the current employees reported
higher trust level in the corporate leadership while only a mere 27 percent of the
employees who plans for leaving expresses similar trust(Nair and Vohra 2015). Again,

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close to 26 percent planning to leave their jobs in upcoming year mentioned the lack of
trust in the leadership as the key factor. As management has a vital role in the employee
retention it should remain leveraged in the HR strategies for attracting and retaining
talent. Besides, when a company declares the talent or the people as its priority then it
should own it. Employees are found to be engaged when they remain valued.
Communication and transparency act as the building blocks of trust in the leadership and
thereby gain engagement.
 Employee Voice: It refers to the ways in which people communicates their views with the
employer. It is considered one of the vital ways in which the employees are able to
influence the matter that influences them. According to the CIPD viewpoint, Voice
represented one of the vital mechanisms through which individuals are able to influence
the working condition (cipd.co.uk. 2019) It helps in building trustworthy and open
relationship between the employers and the people thereby contributing to the
organizational success.
 Employee Well Being: According to the CIPD viewpoint, supporting and promoting the
well being of the employees remains at the heart of the purpose for championing better
working lives and work since an efficient well being program at the workplace is able to
deliver the mutual benefit to not only the people but the economies, communities and
organizations(cipd.co.uk. 2019.). It has been found that when people are happy business
are able to thrive well and the societies flourish.
Noe et al. (2017) stated that there are various benefits of an engaged workforce. Some of the
benefits include:
 It enhances the profit of the organization

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 Generates a higher revenue growth
 Develops satisfaction of the customers
 Enhances productivity
 Leads to innovation
 Ensures the retention of staffs
 Results in higher efficiency
 Ensures better health and safety performance
 Leads to stronger advocacy
 Ensures brand protection
 Enhances the reputation of the firm.
According to Oldham and Fried (2016), job design refers to the core function of the human
resource management that is related to the specification of the methods, contents and the
relationship of the jobs for satisfying the organizational and the technological requirements and
the personal and social requirements of job holder or employee. The aim of job design lies in
improving the job satisfaction, improving through put, improving quality and reducing the
problems of the employee.
The techniques of job design include:
 Job Simplification: It represents design method where the jobs remains divided into small
components and assigned subsequently to the workers as complete jobs.
 Job Rotation: This is a job design where the roles of the employee get rotated for the
promotion of tenure and flexibility in working environment.

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 Job Enlargement: It is the method of allowing the individual workers in determining the
own pace and serving as own inspectors by providing them with responsibility for the
quality control, for repairing own mistake, remain responsible for setting up and repair of
the own machinery and attaining the choice of the method.
 Job Enrichment: It enhances the autonomy of the employees over the execution and
planning of their work thereby leading to the self assigned responsibility.
Figure 2: Job Design
Source: (Berg, Dutton and Wrzesniewski 2013)
Hackman & Oldham (1976) proposes the job characteristic theory that put across that the
work should be designed in a manner to have five job characteristics that engender the three
psychological states of the individuals. These psychological states have been proposed for
enhancing the intrinsic motivation of employees, quality of performance and work and job
satisfaction while reducing the turnover.
The core dimensions of the job include:

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 Variety of Skills
 Identity of Task
 Significance of the task
 Autonomy
 Feedback
The core dimensions of the job that results in three varied psychological states are as follows
(Oldham and Fried 2016):
 Experienced Meaningfulness of Work: It is the extent to which the people believe that the
job remains meaningful and the work remains appreciated and valued.
 Experienced Responsibility for the Work Outcome: This represents the extent to which
the feel remains accountable for their work results and the outcomes produced.
 Knowledge of Actual Results for Work Activity: This refers to the extent that allows
people in knowing how well they are performing.

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Figure 3: Hackman & Oldham Job Characteristic Model
Source: (Ali et al. 2014)
Some of the steps that organization takes for creating a culture of engagement through
job design are as follows (Alvesson and Sveningsson 2015):
1. By not Skipping Onboarding and Training: This is one of the vital steps that one can
take for ensuring that employee’s remains engaged to the work. It has been found through a
survey that close to one third of the new hires left jobs only after six months. It is with the
implementation of training and on boarding program employees will effectively learn in doing
their jobs. It is the time when they engage with the employers by asking questions, offering ideas
and voicing concerns.
2. By Acknowledging the Employees: Regular appreciation is required for the employees
to be engaged. This is necessary because employees become disengaged when they feel that are
invisible. Engaged employee have sense of camaraderie and comfort ability with the business. It
is not only vital for an employee to develop friendship with not only the co-workers but also
maintain a cordial relationship with the employer.
3. By focusing on the Employee Development: Employees always have the urge of
develop skills and challenge them. Mostly they do not want to do the same tasks that require
minimum effort. It has been found that the engaged employees uses their minds and enhances the
skills. To ensure employee engagement it is necessary the firm can allow room for the growth in
position and put across various job rotation programs to ensure that the employees are able to do
the different task on a frequent basis.

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However, discretionary behavior represented the effort necessary for bringing the
employees to the activity or the task and the required amount of effort necessary in doing it
(Ludwig and Frazier 2013).
Some of the steps that organization takes for creating a culture of engagement through
discretionary behavior are as follows:
 Put in Additional Hours for Accomplishing Task: Engaged employees are found to put in
the extra efforts to accomplish the task.
 Undertake Brainstorming for Accomplishing Task: Engaged employees also put across
innovative and creative ideas for the accomplishment of the task.
 Putting in Additional Effort for Achieving Goals: Engaged employees puts across
additional level of commitment and trust for the accomplishment of the goals.
3. Brief Explanation of the Need of Aligning the Engagement Practice with Corporate
Components
A key aspect of the corporate citizenship represents the ability and the desire of engaging
the employees of the company. Implementation of the volunteer and the other responsible
program helps in enhancing the reputation of the company but the loyalty of the employees. The
company can execute it effectively by aligning them with the overall corporate components or
strategy (O’Riordan and Fairbrass 2014).
According to the reports put forward by State of the American Workforce, close to 70
percent of American workforce is either not engaged or completely disengaged in the work
(Gallup 2019). Besides, various American workers feels that they does not understand the brand
promise and the brand differentiation of the company and hence are unable in either effectively

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communicate with the customers or feel more connected with the company themselves. This
deficiency of articulation of the goal and the vision of the company adds to the disconnection of
the employees with the daily work.
The engagement practice can be aligned with the corporate components through the CSR
efforts. Effective Corporate Social Responsibility (CSR) programs helps in overcoming the
engagement gaps by putting across opportunities for the employees to connect with company
beyond immediate responsibilities and also integrate the central goals of company with the
programs(Slack, Corlett and Morris 2015). For instance, a healthcare company has been found to
be equipped better for providing the healthier living programs within the local communities like
the vaccination clinics, vegetable markets, local fruits and the facilities that encourages exercise.
Similarly, a shipping company is able to offer better business support to the local start-ups or
profits due to expertise in the logistics.
Aligning the CSR program with the corporate strategy has been a win-win situation
where the employees feels more connected and engaged due to the use of the particular skill set
in this particular setting and the companies are able attain the rewards of the increased public
reputation and the employees remain excited to work for them (Unsworth, Dmitrieva and
Adriasola, 2013).
4. Evaluation of the Suitable Diagnostic Tools for Measuring Employee Attitude and Levels
of Employee Engagement
The diagnostic tool for measuring of the employee attitude and the levels of the employment
engagement includes:

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1. Employee Climate Surveys: This diagnostic tool is used for organizational training
and development (Mawritz, Dust and Resick 2014). It has been found that employee climate
survey provides a picture of the organizational needs. These surveys can be used for soliciting
the employee opinions on various issues like the success rate of the company in communicating
the mission to employees or the local issues that includes quality of working environment. The
concerned areas included in the survey includes innovation, creativity, satisfaction, interpersonal
relations, senior management, functional expertise, benefits, compensation, customer service,
communication, analytical thinking, obtaining results, strategic planning, mentoring, teamwork,
adaptability, leadership and staff development.
2. Employee Focus Groups: This represents group of the employees who assembles in
participating in guided discussion about the particular topic or provide an ongoing feedback
(Krueger 2014). Whenever used as tool for improving the employee engagement, the employee
focus groups leverage the survey results of the employee as the starting point. A moderator
usually leads the group through the examination of the survey results, opens up items for the
discussion and probes the group for the potential sources of the critical solutions and issues for
improving the employee engagement.
3. Employee Turnover: This referred to the percentage or the number of workers who
leaves the organization and remained replaced by the newer employees (Mowday, Porter and
Steers, 2013). However, the commonly cited reasons for quitting the job are often related to the
engagement. Employee turnover might occur due to the poor relationship with the boss or lack of
challenge and advancement opportunities or absence in the belief of the company’s mission.

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4. Absenteeism Rates: Absenteeism takes place when an employee habitually misses
work. According to Bureau of the Labor Statistic (BLS) the absenteeism rate stands at 2.8
percent for most of the full time salaried worker. Companies with lower rate of employee
engagement have 37 percent more absenteeism compared to the companies having higher
employee engagement (Wilson and Peel 2017). Disengaged employees search for reasons not to
come to work since they believe that their contribution is unimportant, lacks respect for the
management and not committed to the work.
5. Example of Employee Value Proposition (EVP) to Promote Levels of the Employee
Engagement
Employee value proposition represents the value that the employees gains in return of
working at the organization (Sparrow and Makram 2015). So in order to raise the recruitment of
results and gain human resource edge over the competitors, it is necessary in determining the
value proposition of the employee.
Examples of employee value proposition for promoting the levels of employee
engagement are as follows:
To promote the level of employee engagement HubSpot puts forward an employee value
proposition which states, “We’re building a company people love. A company that will stand the
test of time, so we invest in our people and optimize for your long-term happiness”
For promoting level of employee engagement PwC puts across a message that states,
“From empowering mentorships to customized coaching, PwC provides you with the support
you need to help you develop your career. You’ll work with people from diverse backgrounds
and industries to solve important problems. Are you ready to grow?”

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Shopify however puts across a different message of employee engagement through its
employee value proposition. The message states, “We’re Shopify. Our mission is to make
commerce better for everyone – but we’re not the workplace for everyone. We thrive on change,
operate on trust, and leverage the diverse perspectives of people on our team in everything we
do. We solve problems at a rapid pace. In short, we get shit done.”
6. Examples of the Relevant HR Strategies for raising Levels of the Employee Engagement
Companies across globe are hit hard by dire effects of the employee disengagement. This
is when the human resource department should invest in strategies for not only boosting the
engagement levels but also listen to views of the employees. Some of the examples of the HR
strategies that can be applied for raising the levels of employee engagement are as follows:
1. Listening to the Employees: The HR manager should pay closer attention to the ideas
of the workers and thereby act on feedback. Employees are considered goldmine that is able to
propel the organization to the unexpected heights (Truss et al. 2013). After reviewing the
feedback of the worker, an effective HR manager must ask them for suggestions for solving the
arising difficulties. This makes the employees feel valued within the organization.
2. Providing Rewards and Recognition: It is necessary for the HR department for
putting up a recognition and award program for enhancing the employee engagement. This is
necessary as the employees’ needs to feel valued and appreciated. Awarding the employees for
the topnotch performance portrays a brilliant means of letting them know that the efforts they put
in are recognized within the organization. Installation of payroll software would help in singling
out the performance of the individuals and awarding them accordingly.

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3. Articulation of the Responsibility and Goals: Doing it in a precise manner has been
vital for improving the employee engagement. It required something more than the verbal
articulation. In fact there needed to be clarity of goals and the responsibilities.
4. Encouraging the Power Employees: The HR department should spot the employees
contributing to huge achievement within the company. Such employees are known as the ‘Power
Employees’. These workers are able to make huge differences in business and hence the
necessity of spotting, rewarding and promoting them.
5. Providing Support for Career Development: It is difficult to admit that the
employees would not be retained in a particular organization for a lifetime. Employees always
remain motivated by a better career change option and remain attracted through better paying
job. It is necessary to become a supportive manager since the employee might either come back
in future or refer a potential candidate.
6. Paying the Employees their Worth: Besides the bonus and the incentives, it is
necessary for paying the employees well and in timely fashion. This calls for the need of payroll
software system that is vital for managing records and also ensuring there exists no such errors
when it come to the employee remuneration(Sparrow 2013).
7. Knowing their Stories: It is important for the HR managers in understanding the
employees. It is necessary to inquire about the lives of the employees and the things they
consider important. This helps in breaking the ice and opens them towards candid discussions.
8. Developing Habit of Emphasizing the Positives: It has been found that people within
a workplace seems engaged when they constantly remain exposed towards the positive emotions.
Effective HR strategies ensure boosting positivity through affirmation and recognition. It is

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necessary for the HR managers in developing habit of finding the ways for serving and affirming
people they are meant to lead.
Conclusion:
On a concluding note, it can be said that report provides a deeper analysis into the
employee engagement. The report helps in understanding how the dimensions and components
of employee engagement is different from employee commitment, employee involvement and
job satisfaction. The report also discusses the drivers and the benefits of engaged employees and
portrays the steps that an organization might take in generating an engaged workforce through
job design and the discretionary effort. The report concludes that the alignment of the
engagement practice needs to be aligned with the corporate strategy. There report also provides
insight into the various diagnostic tool, concept of employee value proposition and the HR
strategies for raising the level of employee engagement.
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Appendices:
Appendix I: Summary of the Report

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