Employee Engagement in Management

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.