5ENG- Employee Engagement
1.1 Analysis of the meaning, principal dimensions, and components of employee engagement and comparison with other related concepts
According to CIPD (2020), Khan (1990) identified three principal dimensions of employee engagement. These are the physical, cognitive, and emotional factors. To achieve these dimensions, organisations should prioritize career growth, effective leadership and management, performance management, equality, health and safety, and employee voice. A definition of the principal dimensions are;
Cognitive– This is identified as a practice of thinking critically on assigned job roles and their improvement. For instance, in XXX organisation in the UK, employees always operate through stretched objectives while capitalising on the existing opportunity to improve their role functions. This is through an interesting, stimulating, and engagement process.
Emotional– This is identified as a practice of sharing values and buying into the practice. To achieve this, the employees are extensively inspired, proud, and accepting all faced challenges. In XXX organisation, employees always operate within common values with positive values leading to their success in their assigned roles.
Physical– This means taking full control of the job functions and engaging in the best practice to improve their work roles. For example, in the XXX organisation, this principal dimension is evident from how the employees execute their functions with high energy. This is also through being resilient in terms of their mental stability and investing in their assigned roles.
In defining the Employee Engagement (EE), CIPD (2019) identified the practice to be characterised by different concepts that are similar and different. These are;
Employee involvement– Employee involvement in assigned work roles is best described in context of organisational citizenship behaviour (CIPD, 2017). If employee involvement exists in an organisation, EE is achieved, evidenced by the desire to move an extra mile. Despite involvement not directly implying the ability to carry an extra mile, the EE makes sure employees are working effectively for an extra mile hence attaining entire organisational strategies.
Job Satisfaction– Employee engagement leads to increased satisfaction in their given functions. Hence improving the overall EE in an organisation positively impacts overall satisfaction and effectiveness in guiding an entity in achieving their assigned functions. As highlighted in Vorina et al. (2017), as an earlier best strategy, the EE was primarily informed by contextual performance instead of task performance. The outcome of this is the assurance of the employees on their satisfaction in their given functions.
Motivation– This is a concept of EE in that highly engaged employees in a workforce harness their capacity to be motivated, leading to attaining an entity goal. In the organisations that lack strong EE, they are characterised by demotivated employees. This increases substantially when there is no EE in such an organisation. Further, the employees obtain their motivation from the offered rewards and hence not attain the set goals.
1.2 Justification of Alignment between engagement practices and other corporate components to realise full benefits of high engagement
The different corporate components are characterised y the structural and systemic factors that determine the activities in an entity and the scope of employee engagement in their given functions. The relevance of corporate components is identified in Gallup (2018) to note that 80% of the USA employees are rarely engaged or disengaged. This direct impact on the reduction of their scope of productivity in their assigned functions. Corporate components and their alignment are;
- Performance and Reward– This involves ensuring that the employee voice is prioritised, identified, developing, and equal treatment of the employees. The relevance of this is identified to Engage for success (2020) to include employees operating in a strategic work environment contributing to the development of ideal conditions for engaging all the employees for their performance. This is to provide the best daily practice, high-level commitment to achieving goals and values, high motivation, and provision of their best practice daily. Further, individual emotional and well-being is also promoted. For example, in the case of XXX organisation, to successfully operate in the information technology sector, performance and rewards must be provided due to this sector’s competitive nature.
- Mission and Values– For any organisation to be successful in its practices in a specific business environment, there is a need to put in place an elaborate mission with relevant values in active practice. Employees’ distinct practices are expected to be in line with the mission to ensure an increased awareness with multiple efforts evidenced in their attainment. This is supported by a Gallup (2020) survey that had identified that through employee engagement, positive progress is evidenced by the promotion of work functions. This is also in terms of alignment in a direct manner in the existing mission. For example, in XXX organisation, different corporate components represent the organisation’s mission with their definition elaborately identified. This is reflected aptly on what the organisation does, which is integrity.
2.1 Principal drivers of employee engagement & Business benefits for organisation and different stakeholders
According to CIPD Report (2010), EE is comprised of varying principal drivers that inform the best practice of ensuring that the employees are best positioned in an organisation and the needs of the different stakeholders. The different drivers are;
- Strategic Narratives– This principal driver is defined by Lemon and Palenchar (2018) as providing a clear and compelling concept of an organisation’s progress and rationale. The outcome of this is to compel organisation purpose based on the given roles for employees, which directly influence employee engagement. A good example is in XXX, whereby successfully implementing the strategic narrative, 70% of employees possess a detailed belief. This is a belief that the administrators and management prioritise a detailed vision future-oriented to an organisation.
- Engaging management– This principal is defined as a practice where the management is being offered a strategic focus on engaged teams and implementing their work roles. As defined in Barik and Kochar (2017), engaging management is a practice that is advanced by handling employees in line with their varying needs to individuals. Part of this is to coach employees with a substantial challenge for engaged individuals.
- Employee voice– This principal includes listening to other employees and offering them an opportunity to provide their insights into specific issues in an organisation that require them to make critical decisions. As identified by Barik and Kochar (2017) definition, the employee voice impact on the EE is based on assisting the development of open and trustable relationships. This is between the employers and individuals that contribute to the success of an entity. The employees play a critical role in solving and participating in sourcing appropriate solutions for organisational progress and being best positioned in executing their functions.
- Integrity– By successfully adopting an effective management practice, organisational integrity is achieved. This is harnessed based on the organisational values that are appreciated in line with different organisational behaviours. According to Gaji et al. (2017), successful integrity positively impacts the improvement of trust levels by the diverse workforce. This is an essential factor that establishes an appropriate foundation to engage in a successful operation process.
EE positively impact the varying stakeholders in place in an entity. The different benefits and identified stakeholders are;
- Employees– EE positively impacts an increased productivity scope. This is to assume varying feelings of high-level motivation and being effective in their assigned roles. The employees must be passionate about their functions by successfully implementing their roles. In XXX, for example, the EE positively impacts varying gains sourced from the employees with a flexible work environment being unique in terms of their work arrangements. They are competitive in the provided remuneration and discretionary behaviours for the employees.
- Employers– This is the second stakeholder where engaged employees have a high-level performance in their provided functions. The outcome of this is an organisation achieving positively regarding their profits and scope of the market venture. In this case, an employer can be classified as an employer of choice characterised by a high-level value proposition in their operations.
- Customers– The rationale of the inclusion of customers as important stakeholders is evidenced by the fact that they represent the end-users. This is directly inclusive of a high-level efficiency and being on time to offer appropriate goods and services. The sourced clients’ feedback is equally directly put into consideration in an entity for their maximum gain.
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-
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