Avado 5ENG Employee Engagement Briefing paper and presentation



5ENG- Employee Engagement

1.1 Analysis of the meaning, principal dimensions and components of employee engagement and comparison with other related concepts

The earliest definition of Employee engagement by Khan (1990) provided in CIPD (2021) identify it as the scope of employees feeling passionate in regard to their job roles and commitment to their organisation and putting discretionary efforts in their roles. For achieving employee engagement (EE), organisations are supposed to prioritise on antecedents of EE which are career development, good leadership and management, performance appraisals, equality levels, health and safety and employee voice.

In regard to principal dimensions, they are identified as including physical, cognitive and emotional. The identified principal dimensions and components include;

Cognitive– This principal is identified as an approach of executing assigned roles by embracing a critical thinking. In my current organisation XXX operating in UAE contracting industry, the organisation operations are directed by stretched objectives while prioritising on prevailing opportunities for improving employees job roles.

Emotional– This principal identifies the existing employees value that guide their effective operations. For achieving this, involved employees are substantially inspired, stable and appreciating prevalent issues. Similarly, in XXX organisation, employees at all times embrace common values while embracing positive views and perspectives hence successful in their mandate.

Physical– This involve assuming entire control of all job roles and to engage in the most appropriate strategy for improving job roles. A case example is in XXX organisation where the physical environment in Abu Dhabi business environment dictate on the ability of the employees commitment levels in their roles.

Further, the following related concepts can be compared;

Employee Involvement– This concept is different from EE since it include execution of assigned job functions which is characterised by organisational citizenship behaviour (CIPD, 2017). Existence of a high-level employee involvement means a high-level EE is attained which is evidenced by motivation of working for an extra mile. The concept is different in that EE makes sure they work successfully for an extra mile and as such achieving the overall entity strategy.

Job Satisfaction– EE contribute to increasing employee satisfaction in their assigned roles and as such direct links of the concepts. In this regard, improving EE in an entity has a positive impact on entire satisfaction and effective to guide an organisation achievement of allocated roles.

2.1 Principal Drivers of EE and Business Benefits for Organisation and other Stakeholders

According to CIPD Report (2021a), the different principal drivers of EE inform on the best approach for ensuring employees are well positioned in their organisation with varying needs in consideration. These drivers are;

  • Strategic Narratives– This is highlighted in Sonenshein and Dholakia (2012) as a process of ensuring an organisation has a detailed and holistic strategies for their progress. The outcome of this is ensuring their good positioning with different stakeholders evident. In XXX of example, a success in implementing strategic narrative leads to 70% of the staff embracing a common view. This note that administration and management in an organisation are prioritising on vision and future oriented strategy.
  • Employee voice– For this driver, the employees are viewed as being critical to the solutions and taking part in finding them. According to Jena et al. (2017) define employee voice as influencing EE as including a strategy intended to guide direct and trustable employee relations. This is to the employers and people contributing to success of the organisation. Employees are mandated to achieve a critical role to solve and engage in sourcing appropriate solution to progress in an organisation and relevant positioning to execute all roles.
  • Integrity– By embracing EE, integrity is achieved. The integrity is harnessed through putting in place appropriate values in line with different behaviours in an entity. According to Wahyuni and Syamsir (2020), success in their integrity positively influence improvement of levels of trust by workforce. This is an important aspect that influence on the need to successfully implement a set strategy
  • Employee management– This is identified as a process where the managers prioritise their teams and level of their assigned roles. Through this, they treat their employees in line with their overall needs as an individual and coaching and challenging all individuals. Appropriate employee management makes them feel appreciated hence improving their overall motivation and satisfaction in executing their job functions

The different business benefits are;

  • Employees– The EE positively increase productivity of the employees. This is through being highly motivated and effective in execution of their roles. Employees need to be passionate in executing their varying functions. In the case of XXX organisation, EE positively leads to achievement of different benefits to the employees which improve on their effectiveness.
  • Employers– This stakeholder benefits from the engaged employees with a high-level performance in their roles. The process contributes to the employers achieving profitability achieved in their functions. Such an employer is regarded as an employer of choice with a high value proposition evident.
  • Customers– This stakeholder benefits from an improved quality of services delivery. As such, the customers are satisfied with such an organisation services and becomes recurring customers.

2.2 Organisation Steps in Creating an Employee Engagement Culture

As a best practice of establishing a high-level culture of employee engagement, Barik and Kochar (2017) noted that the practice is required to reduce the turnover risks levels, increased level of clients and their end-users satisfaction and increasing an entity success level. For the sake of establishing a progressive culture of the EE, the steps that could be involved are;

  • Job design– This step is identified in CIPD (2020a) as being inclusive of a series of strategies intended to establish the staff functions, responsibilities and systems that define the appropriate procedures to be adopted effectively. The primary responsibility of such a job design is to coordinate and optimise diverse work strategies to create a reasonable value and improve their productivity levels. For example, in XXX organisation, job design is a critical phase to create an employee engagement culture to identify the work functions quality, ideal work roles for a maximum gain amongst all employees, and employers.
  • Discretionary Behaviour– As aforementioned, discretionary behaviour is a trend where an organisation ends up going an extra mile in regard to achieving their functions. This is in line with CIPD (2020b) that defines discretionary behaviour as positively impacting overall effectiveness and organisational outcomes. This trend is linked with a direct motivation and levels of performance, eventually ensuring that employees’ motivation and performance are attained. In XXX organisation operations, the discretionary behaviour is advanced through the employees putting more energy towards moving an extra mile for achieving their assigned functions. This is particularly the case when there is a need to develop appropriate technologies to assist organisations in advancing their tasks in the competitive business environment.

Additionally, the prevalence of skills mismatch that could hinder a successful EE influence on the employees moving an extra mile and appropriately collaborating among the private and public sector entities to advance available education opportunities is evident. Lastly, discretionary behaviour is also directly associated with organisational citizenship behaviour. This has a significant impact linked with the employees working beyond their formal job description or person specification.

3.1 Identifying and Evaluating Diagnostic Tools to measure Employee Attitudes and Employee Engagement Levels

Strategies for raising employee engagement-


Please click the paypal icon below to receive this assessment for only $15