BUSM3249: Understanding Employee Engagement, Impact on Productivity

This report delves into the multifaceted concept of employee engagement, examining the factors that influence it, its impact on the workplace, and its various dimensions. Key factors such as career development opportunities, flexibility, fair pay, cultural diversity, learning culture, transparency, autonomy, inspiration, communication, employee recognition, and effective manager-employee relationships are discussed in detail. The report highlights the positive impacts of employee engagement, including increased profitability, improved employee retention, higher productivity, enhanced innovation, better communication, greater commitment, and improved recruitment rates. Furthermore, it identifies five dimensions of employee engagement: employee satisfaction, identification, loyalties, performance, and commitment. The report also touches upon the relationship between employee engagement and productivity and profitability, providing a comprehensive overview of the subject. Desklib offers more resources, including solved assignments and past papers, for students seeking a deeper understanding of this topic.

Employee management

Employee engagement:
• level of enthusiasm as well as dedication that every employee
feels towards their jobs
• eagerness that the employees show towards their task
• passionate in their work (Karanges et al. 2015)
• reflect in their individual outcomes
• how they behave in the organization
• how they perceive other employees

positive aspects:
• employees care about their work as well as about the
performance of company
• want to feel that their efforts are making difference to the
organizations
• try to dedicate themselves completely for the benefit of the
organization

Aspects which influence employee engagement
• Ten important factors are seen to influence
employee enjoyment

Career development opportunities
• employers continuously invest both money as well as time for
the development of the employee in the workplace (Karanges
et al. 2015)
• employees realize and feel that the organization is also
interested in the progression of career of the employees

Flexibility:
• flexibility of the working hours like half day leaves, flexible
hours of work, work from home and many other benefits
• they feel satisfied
• feel that organizations care about their concerns and issues

Fair pay structure:
• provide proper remuneration to the employees as per their
skills and knowledge
• employees feel happy and engaged in their work (Binyamin
and Carmeli 2017)
• employers ensure transparency and educate their employees
properly through Fair pay structure
• employees work harder

Cultural diversity;
• multicultural working environment
• number of employees coming from different background having their own
cultural traditions
• number of employees coming from different background having their own
cultural traditions
• employers who are culturally sensitive and are culturally aware of their
needs and requirements of the employees can ensure employee
satisfaction (Saks and Gurham 2014)

Adopting a learning culture;
• when organizations are able to develop a learning culture
• influence employee engagement largely
• motivate the employees to keep in learning and acquiring
new knowledge
• satisfied and develop a liking towards the organization

Transparency as well as honesty;
• development of the transparent as well as honest work
environment (Breevert et al. 2014)
• Employees really like environments where they can walk up to
their higher officials and conduct a serious discussion
• higher officials to reveal all-important information to them
that are linked with their work, targets, career and others

Autonomy;
• employers and managers to provide the employees
freedom
• complete their target properly
• employees feel trusted
• engage more with the job

Inspiration;
• Motivating and inspiring them cannot always rely on extrinsic
motivators like money, rewards, prizes
• include intrinsic motivations where employees need to be
self-motivated and love their work
• good leaders should always inspire employees (Mishra et al.
2014)
• Proper encouragement would help them to inspire them

Communication;
• effective communication between the employees and the
employers
• ineffective communication result in delaying of goal
achievement as well as meeting of objectives and goals
• organizational culture is to be maintained where undisrupted
effective communication should be influenced

Employee recognition;
• the dedication and the sacrifices of the employees are paid
importance to and recognized
• employees feel motivated
• more engaged in the their job

Effective manager working relationship;
• Employees feel that they are able to develop good
rapport with the management and are also getting
good vibes from them, they feel appreciated (Mete
2018).

Impact of employee engagement in the
workplace:
• profitability of the organization
• boosting happiness in the workplace.
• improvement of the retention rate of the employees
• higher levels of productivity (Welch 2015).
• ensures more innovation
• better communication and more collaboration of the employees
• greater commitment to the company
• improved recruitment rates

Five dimensions of employee engagement:
• Five dimensions of employee engagement:
• employee satisfaction
• Employee identification
• employee loyalties
• employee performance
• Employee commitment

Relation of employee engagement on productivity and profitability;

References:
• Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and
competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
• Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and
performance management, 63(3), p.308.
• Binyamin, G. and Carmeli, A., 2017, January. Managers’ and Employees’ Perception of Social Climate: Implications for Employee Engagement.
In Academy of Management Proceedings (Vol. 2017, No. 1, p. 11521). Academy of Management.
• Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.K. and Espevik, R., 2014. Daily transactional and transformational leadership and daily
employee engagement. Journal of occupational and organizational psychology, 87(1), pp.138-157.
• Huang, Y.H., Lee, J., McFadden, A.C., Murphy, L.A., Robertson, M.M., Cheung, J.H. and Zohar, D., 2016. Beyond safety outcomes: An investigation of
the impact of safety climate on job satisfaction, employee engagement and turnover using social exchange theory as the theoretical
framework. Applied ergonomics, 55, pp.248-257.
• Huang, Y.H., Lee, J., McFadden, A.C., Murphy, L.A., Robertson, M.M. and Zohar, D., 2014. The impact of safety climate beyond safety outcomes: Job
satisfaction, employee engagement and objective turnover rate. In Proceedings of the 11th International Symposium on Human Factors in
Organisational Design and Management, Copenhagen, Denmark.
• Karanges, E., Johnston, K., Beatson, A. and Lings, I., 2015. The influence of internal communication on employee engagement: A pilot study. Public
Relations Review, 41(1), pp.129-131.
• Mete, M., Davies, G. and Whelan, S., 2018. Employer Brand Image and Employee Engagement: An Exploratory Study in Britain. World Academy of
Science, Engineering and Technology, International Journal of Economics and Management Engineering, 5(2).
• Mishra, K., Boynton, L. and Mishra, A., 2014. Driving employee engagement: The expanded role of internal communications. International Journal
of Business Communication, 51(2), pp.183-202.
• Mone, E.M. and London, M., 2018. Employee engagement through effective performance management: A practical guide for managers.
Routledge.
• Saks, A.M. and Gruman, J.A., 2014. What do we really know about employee engagement?. Human Resource Development Quarterly, 25(2),
pp.155-182.
• Welch, M., 2015. Dimensions of internal communication and implications for employee engagement.

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