HRM4KW Employee Engagement Report: Dimensions, Benefits, and Alignment

This report delves into the concept of employee engagement, defining its principal dimensions and components, such as compensation, expectations, and a sense of belonging, and highlighting the need for alignment with other corporate components like CSR and manager communication. It analyzes the key drivers of employee engagement, including connection, contribution, freedom, growth, and fun, and outlines the benefits for customers, employees, and managers, such as increased productivity and innovation. The report further explores the application of employee engagement through job design, discretionary behavior, role autonomy, and organizational citizenship, emphasizing the impact on productivity and employee retention. Finally, it suggests practical steps for transferring new skills and knowledge gained during the assignment into working practice, emphasizing real-world examples and post-training support. This comprehensive analysis aims to assist the C.E.O. in understanding and effectively measuring employee engagement to achieve business outcomes.

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Table of Contents
1. Definition of Employee Engagement with its Principal Dimensions and Components..............2
2. Need for Alignment between Engagement Practice and Other Corporate Components.............3
3. Analysis of Principal Drivers of the Employee Engagement and Offer Analysis of Business
Benefits for Customers, Employees and Managers.........................................................................4
4. Application of Employee Engagement through Job Design, Discretionary Behavior, Role
autonomy and Organizational Citizenship.......................................................................................5
5. Ways of Transferring New Skills and Knowledge Gained During Assignment into Working
Practice............................................................................................................................................6
References:......................................................................................................................................8

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1. Definition of Employee Engagement with its Principal Dimensions and Components
Employee engagement refers to the fundamental concept both in the qualitative and the
quantitative aspect the nature of relationship between the employees and the organization
(Anitha 2014). The Chartered Institute of Personnel and Development (CIPD), makes use of an
ongoing pulse survey tool for gauging the employee views at any particular time on number of
factors within organization. The responses are kept anonymous and made to undergo a
qualitative as well as quantitative feedback. The data derived is then reported and analyzed to the
Board and the senior leadership for supporting the initiatives at the operational level.
The principal dimensions of the employee engagement include (Truss et al. 2013):
1. What they receive as Compensation: To an extent, the engagement of employees
depends on what they receive in exchange of job performance. This includes benefits,
compensation, work environment and organizational culture.
2. What they are Expected to Give: Since it is a two way process so it is vital for setting
clear expectations. This enables the employees in understanding what they should contribute
towards the organization. This involves the job responsibilities they require to fulfill and the task
they perform.
3. Belonging to the Organization: A sense of belongingness will allow the employees in
staying connected to the organization and provide the required motivation for meeting the
organizational goals.
6. Growth: Constant growth including the salary hikes, promotions, recognition and
rewards act as essential tools for retaining employees within the organization.

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Besides, employee engagement has three critical factors which involve:
 Training supervisors for ensuring team engagement since it is their responsibility
for improving the levels of the employee engagement.
 Strengthening communication through open communication with the team
 Monitoring the performance through pulse checks on a weekly basis.
2. Need for Alignment between Engagement Practice and Other Corporate Components
The key aspect of corporate citizenship lies in its desire and ability of engaging the
employees of the company. Implementation of volunteer and providing aid to responsible
program not only helps in the enhancement of the brand image of the company but also enhances
the loyalty of the employees. The question lies in how the employee engagement remains
connected to efforts of corporate social responsibility (CSR) (O’Riordan and Fairbrass 2014). On
the other hand successful CSR program aids in overcoming the gaps in the employee
engagement by not only putting across opportunities for the employees for drawing a connection
with company lying outside the immediate responsibilities through integration of central parts of
company within such programs. Aligning the CSR programs with the corporate strategy
represented win-win situation. In this scenario, the employees not only feel connected but feel
more engaged as a result of the usage of the specific skill set in altruistic setting where the
companies not only reaps rewards of increased public attention and boost of employees who
seems increasingly excited about the work. The benefit of the relationship is enjoyed by only
those firms who apply the CSR integrated with the corporate strategy of goal alignment. This can
not only enhance effectiveness of the CSR and overall production of the company.

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Besides, it is also necessary to align the employee engagement in similar direction with
the manager communication along with checking the individual goals and the progress of the
employees (Shields et al. 2015). Further, it is also important in setting the SMART goals for the
employees and ensures that the goals get aligned with the goals of the company so that it acts as
an effective manner in achieving the organizational objectives.
3. Analysis of Principal Drivers of the Employee Engagement and Offer Analysis of
Business Benefits for Customers, Employees and Managers.
The principal drivers of employee engagement are as follows (Carter and Baghurst 2014):
 Connection: Companies having employees with stronger level of personal ties have
higher level of employee engagement. To create a connection it is necessary for creating
greater loyalty and trust.
 Contribution: Employees remain happy when they are able to make a difference by
helping others. The metrics for the employee contribution should however shift from the
measurement of the individual performance to measuring of team performance.
 Freedom: Employees remain productive and loyal in workplace ambience where their
freedom is respected and self expression encouraged. They should therefore feel certain
sense of autonomy
 Growth: The greater the belief of the employees in possessing the power of influencing
the outcome with ensures the likeliness of success in facing a newer challenge.
 Fun: Ensuring a fun workplace not only encourages the morale and energy of the
employees but also stimulate innovation and creativity.

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Employee engagement also brings in various benefits to the employees, customers and
manager (Albrecht et al. 2015). This is because employee engagement acts as the emotional and
mental connection that the employees have towards the place of the work. Highly engaged
organization does not have to resort to mechanisms of termination, peer pressure and the higher
stress behavior for motivating employees. When the employers are engaged customers remain
well served since these employees care about not only their jobs but also the customers. Besides,
engaged employees also work also serves the manager by working diligently and expending
discretionary effort into the jobs thereby supercharging the aspect of productivity.
4. Application of Employee Engagement through Job Design, Discretionary Behavior, Role
autonomy and Organizational Citizenship
A highly engaged workforce can lead to the increase productivity, bottom line
performance and innovation when the job remains well designed. Job design portrays
delineation of the task responsibility dictated by the technology, structure and the organizational
strategy. The variables of the job design like the task identity, skill variety, autonomy, task
significance and feedback plays a key role in employee engagement (Shantz et al. 2013).
Discretionary behavior refers to the going of the extra miles. When employees remain
committed to the organization they do this on regular basis. It refers to difference between what
the employees have to do and what they actually do within workplace (Ariani 2013). Engaged
employees will move beyond call of the duty for boosting the possible results from work. They
also undertake the harder graft for business and ensure putting in more efforts for success.
Engaged employees also possess an immense hunger for challenges.

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The role of autonomy is also crucial for employee engagement as they impart them in
making choices of how to go about the responsibilities. They are happier, productive, committed
and loyal. Autonomy also acts as the important factor in nurturing the culture of engagement
within the company. Autonomy not only helps in improving the employee experience and the
overall productivity of the business while reducing its cost and turnover.
. Employee engagement remains positively related to the individual performance of the
job. It has been found that the positive relationship between the employee engagement and
organizational performance is directly responsible for productivity, profitability and employee
retention. Employee engagement is also able to predict the organizational citizenship behavior
(OCB) which represented the voluntary commitment of the employee within the organization
beyond their contractual task (Chun et al. 2013).
5. Ways of Transferring New Skills and Knowledge Gained During Assignment into
Working Practice.
I would adopt the following steps in transferring the newer knowledge and skills gained
into the working practice:
Clear Identification of the Learning Outcomes and Goals: This is necessary as it will
help the team in refocusing the efforts thereby keeping a bigger picture in the mind. It also aids
the participants with the idea of where the training will head and the things they are expected to
do during the process.
Use of Real World Example: I believe this would help in better understanding of the
various aspects. When transfer of knowledge and skills is combined with the exercises and drills

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of real life then the experience helps in better knowledge transfer along with a development of
the leadership capabilities.
Providing Required Support Post Training: I believe the success of knowledge
transfer depends on the ability of transferring required knowledge and skills amongst participants
and employees. It is however not the money spent but amount of attention provided for
determining long term success of the new hires. Although it is not an easy task but more amount
of time spent on the improving the ways of knowledge transfer will ensure more dividends.

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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.
Alfes, K., Truss, C. and Soane, E., 2013. The role of employee engagement in the relationship
between job design and task performance, citizenship and deviant behaviours. The International
Journal of Human Resource Management, 24(13), pp.2608-2627.
Anitha, J., 2014. Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3), p.308.
Ariani, D.W., 2013. The relationship between employee engagement, organizational citizenship
behavior, and counterproductive work behavior. International Journal of Business
Administration, 4(2), p.46.
Carter, D. and Baghurst, T., 2014. The influence of servant leadership on restaurant employee
engagement. Journal of Business Ethics, 124(3), pp.453-464.
Chun, J.S., Shin, Y., Choi, J.N. and Kim, M.S., 2013. How does corporate ethics contribute to
firm financial performance? The mediating role of collective organizational commitment and
organizational citizenship behavior. Journal of Management, 39(4), pp.853-877.
O’Riordan, L. and Fairbrass, J., 2014. Managing CSR stakeholder engagement: A new
conceptual framework. Journal of Business Ethics, 125(1), pp.121-145.

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Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns,
R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing employee performance &
reward: Concepts, practices, strategies. Cambridge University Press.
Truss, C., Alfes, K., Delbridge, R., Shantz, A. and Soane, E. eds., 2013. Employee engagement
in theory and practice. Routledge.