Employee Engagement (5ENG)
MET/ NOT YET MET
|LO1: Understand the concept and components of employee engagement and evidence showing|
its contribution to achieving business outcomes.
|1.1 Analyse the meaning, principal dimensions and components of ‘employee engagement’ and compare with other related concepts.|
|1.2 Justify the need for alignment between engagement practices and other corporate components if the full benefits of high engagement are to be realised.|
|LO2: Understand the importance of employee engagement as a contributor to positive corporate outcomes.|
|2.1 Identify the principle drivers of employee engagement and evaluate the business benefits for the organisation and different stakeholders.|
|2.2 Explain the application of employee engagement through job design, discretionary behaviour, role autonomy and organisational citizenship.|
|LO3: Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context.|
|3.1 Identify and evaluate the use of diagnostic tools for measuring employee attitudes and levels of employee engagement.|
|3.2 Construct an ‘employee value proposition’ and propose relevant strategies to raise levels of employee engagement and address any barriers.|
|3.3 Propose relevant people resourcing, development, performance and communication strategies to raise levels of employee engagement.|
Students should please note that the above Assessment Outcome for this Unit is provisional and is subject to Internal Acacia Learning verification (IQA) and external CIPD Verification (EQA).
Marked by (tutor): Date
CIPD Candidate Assessment Activity
|Title of unit/s||Employee Engagement|
|Assessment method(s)||Briefing paper and presentation|
|Expiry date||September 2020|
1 Understand the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes.
2 Understand the importance of employee engagement as a contributor to positive corporate outcomes.
3 Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context.
Your Chief Executive is committed to having a more engaged workforce and has asked you to brief the executive team on how this could be accomplished. She has informed you that not all the executive team understand what it means, what the benefits are and what is involved. You have been asked to develop and deliver an informative and persuasive presentation which includes:
● An analysis of the meaning, principal dimensions and components of employee engagement and how it differs, if at all, from related concepts such as organisational commitment, employer involvement, job satisfaction.
● An identification of the principal drivers and business benefits of having an engaged workforce and a signposting of some of the steps an organisation can take to create a culture of employee engagement e.g. through job design, discretionary behaviour etc.
● A brief explanation of the need for aligning engagement practices with other corporate components.
● An evaluation of suitable diagnostic tools for measuring employee attitudes and levels of employee engagement.
● An example of an employee value proposition (EVP) to promote levels of employee engagement making reference to what makes a ‘good’ EVP.
● Examples of relevant HR strategies to raise levels of employee engagement and address barriers.
|Evidence to be produced/required |
A written brief and a short set of summary slides of approximately 3900 words in total. Please note that you do not have to give the presentation.
You should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration.
All reference sources should be acknowledged correctly, and a bibliography provided where appropriate (these should be excluded from the word count).
|Employee Engagement (5ENG) – LOs 1, 2, & 3|
To achieve a pass, candidates should provide a written briefing paper of approximately 3900 words in total and a short set of slides which reflects the guidance given below. They do not have to give the presentation.
Candidates should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration.
All reference sources should be acknowledged correctly, and a bibliography provided where appropriate (these should be excluded from the word count).
Candidates should offer a brief definition of employee engagement and include the principal dimensions – intellectual, affective, social. They should explain if and how it differs from organisational commitment, job involvement and job satisfaction illustrating their explanation with examples.
AC 2.1, 2.2
Candidates’ should list the principal drivers e.g. opinions on management, employee voice, meaningfulness of work, employee well-being etc. and offer a brief analysis of the business benefits for key stakeholders – customers, employees, managers
Candidates should briefly explain the need for aligning employee engagement with components e.g. organisation’s purpose, values and mission and business strategy.
Candidates should briefly evaluate different diagnostic tools e.g. employee attitude or climate surveys, focus groups, metrics e.g. employee turnover, absenteeism rates
Candidates’ should give an example of an employee value proposition (or brand promise). This may be their own organisation’s or from another organisation. They should list the hallmarks of a ‘good’ employee value proposition e.g. unique, relevant and compelling.
Candidates should give examples of relevant HR strategies to raise levels of employee engagement e.g. sounding boards, focus groups, think tanks, inputs to strategy and a few examples of measures to address any barriers e.g. methods of influence and persuasion, evidence-based arguments.
Employee Engagement and Motivation
Employee Engagement and Motivation
Definition of Employee Engagement
The provision of a pleasant working environment and engaging the employees more frequently impact on their happiness and prevalence of healthier working conditions. This culminates in a more fulfilled employee, which makes them more productive, innovative, and competitive. Employee engagement directly impacts on the motivation of the workforce in an organization following the level of contentedness and fulfilment it creates. The high levels of employee engagement lead to a better understanding of the organization, strategic objectives, and challenges that affect its operations. In turn, viable and effective solutions can be created by an engaged workforce leading to the productivity, performance, and competitiveness of an organization.
The CIPD viewpoint (2019, 1) states that “the notion of employee engagement repackages various concepts including motivation and commitment of the employees in an organization.” The notion emphasizes the significance of employee well-being in an organization positively building highly motivated and committed context, which impacts on the high performance of the employees. The application of employee engagement is essential to building good relationships in the organization fundamental to the productivity of the employees. Thus, an organization should consider enhancing the fair treatment of employees, empowering, and supporting the employee’s well-being to attain high levels of employee engagement. Also, outlining clear channels of communication and capacity for the employees to voice their grievances and opinions in the workplace is essential. Hence, engaging employees create opportunities for effective management and motivation of the workforce leading to increased performance and productivity.
Principal Dimensions of Employee Engagement
The CIPD (2019) analysis indicates that there are three fundamental dimensions of employee engagement. The dimensions of engagement revolve on the employees’ attitudes towards the organization leading to their motivation and commitment to performance and productivity in the workplace. Employee engagement should be handled with care and efficiency to create positive emotions vital to the positive growth of the employees. The capacity to maintain positive relationships in the workplace impacts on the development of principal dimensions of employee engagement.
Figure 1: Venn Diagram of Principal Dimensions pf Employee Engagement
The three principal dimensions of employee engagement are critical to ascertaining the high performance and productivity of the employees. The capacity to attain all three principal dimensions guarantees profound benefits to the organization. Also, employees are bound to be more satisfied and committed to enhancing their productivity in the workforce. Thus, it prompts the employees to go the extra mile and show high commitment and resilience to inducing the highest benefits in the workforce. For instance, employees in Apple Inc., due to high employee engagement and inter-twining of the principal dimensions of employee engagement, are continuously committed to the productivity, performance, creativity, innovativeness, and growth of the organization. Hence, it plays an integral role in the competitiveness and positioning of the company.
Components of Employee Engagement
Figure 2: Radio Cycle Diagram of Components of Employee Engagement.
The epitome of the components of the employee engagement leads to increased motivation of the employees. The components impact on the motivation of the employees by improving their well-being and state of the working conditions. The capacity to address all the components of employee engagement positively is bound to induce increased performance and productivity among the employees. The components of employee engagement contain the capacity to build the blocks essential to enhance the employees’ potential towards becoming more emotionally, cognitively, and physically attached, committed, and invested in the organization. Thus, it culminates in the high performance of the employees and the organization.
Elements of Employee Engagement
Figure 3: Radial Venn Diagram of the Elements of Employee Engagement.
The primary objectives of employee engagement in an organization are to attain improved performance and productivity in the workforce. This is possible through creating fundamental features that drive employee performance. These include commitment, loyalty, and trust in the organization enabling the employees to feel motivated in doing everything possible to enhance their performance and productivity. Thus, drive competitiveness and innovativeness of the organization.
Organizational Commitment, Job Involvement, and Job Satisfaction
Organizational commitment influences a positive attitude among the employees towards the organization (Ćulibrk et al., 2018, 132). The employees tend to be more committed to the organization than the job itself. The job satisfaction comprises of the extent to which employees feel contented, self-motivated, and satisfied with their job in an organization (Varshney, 2020, 51). The capacity to attain high job satisfaction positively influences organizational commitment. The organizational commitment builds on job satisfaction merits in providing job stability, a sense of comfortability of the work-life balance, and career growth (Ćulibrk et al., 2018, 132). In turn, impact on the continued employee engagement with the organization leading to organizational commitment and job satisfaction.
The aspect of job involvement revolves around the state of psychological identification with the work of an employee (Abdallah et al., 2016, 28). This is fundamental to job satisfaction and organizational commitment. The capacity to attain high job involvement can be enhanced through employee engagement to create more understanding of the tasks and responsibilities of an employee towards a particular job (Rahati et al., 2015, 4). The employee engagement positively impacts on the job involvement with positive values, understanding, and owning the ideas of the job specification. Thus guarantee the realization of job satisfaction and organizational commitment (Abuhashesh et al., 2019, 2).
AC 2.1 and 2.2
Principle Drivers or Employee Engagement
Figure 4: The Engagement Model.
The achievement of employee engagement impacts on the performance of an organization. The strongest driver of employee engagement constitutes the capacity to create a sense in which the employees feel valued and involved in the organization (Osborne and Hammoud, 2017, 4). Employers have the mandate to show appreciation and value to the employees through engaging and involving them in several activities of the organization. This markets the trust and confidence of the management on the employees. In turn, it builds more trust, confidence, loyalty, and commitment toward aggressive measures in innovations and creativity in the organization (Dajani, 2015, 138). Hence, culminate in the improved performance of the employees and the organization.
The feeling of being valued and involved in the organization consists of the intuitive sense – an indicator of employee satisfaction with the job and in the workplace. The drivers of employee engagement show the tendency to which employees are involved in the decision-making processes of the organization (Joseph et al., 2018, 2). The employer illustrates the values of ensuring that good suggestions from the employees are acted upon. This clarifies the feel of value accorded to the employees in the recognition and utilization of their suggestions to the betterment of the organization. Thus, asserting that employees are involved in the growth and development of the organization – with influences on the day-to-day operations (Rameshkumar, 2019, 3).
The managers show a sense to listen to the employees and give them an opportunity to develop and decide their job schedules, obligations, and objectives. In turn, it creates confidence in the employees as they feel their contributions are recognized, valued, and respected in the organization (Osborne and Hammoud, 2017, 4). This is fundamentally the overall employee involvement in the activities of the organization.
Furthermore, employers’ capacity to demonstrate concern about the employees’ well-being and health shows that they constitute an integral part of the organization and not just tools for development and productivity (Rameshkumar, 2019, 2). This culminates in recognition of the fact that employees are regarded as an asset to the organization. Also, the relationship between the senior managers and the employees exude the respect and value accorded to them in the organization (Osborne and Hammoud, 2017, 4). The involvement of the employees in the operations of the organization enables them to voice their opinions create a pool of insights and critical suggestions crucial to the productivity, performance, and competitiveness of the organization.
Business Benefits of Having an Engaged Workforce
The understanding of the potential to keep the customers’ happy needs organizations to build and maintain a happy and engaged workforce. The content, commitment, motivation, trust, and loyalty of the employees is positively influenced by the level of engagement in the organization (Kumar and Pansari, 2015, 67). This is fundamental to influence enormous business benefits due to the existence of a robust and committed workforce. Osborne and Hammoud (2017, 4) indicate that “workforce engagement builds enthusiasm for employees’ performance and productivity in the organization.” The following summarizes the business benefits of having an engaged workforce.
Steps an Organization Can Take to Create a Culture of Employee Engagement
Figure 5: Hexagon Radial Diagram – How to Create a Culture of Employee Engagement.
The creation of a culture of employee engagement in an organization is fundamental for extensive business benefits. The employee engagement culture can be created in the following six core steps. The on boarding and training of the employees ascertain cooperation and collaboration with the employees (Osborne and Hammoud, 2017, 4). It sets a precedent for sharing ideas and suggestions in a free and comfortable manner. The establishment of the company vision, goals, and objectives constitutes the platform in which employees are engaged for an enhanced understanding of the organization. The vision, goals, and strategic objectives bring the employees closer to the organization and are prospects vital to suggest and assess critical steps to take in their realization (Ćulibrk et al., 2018, 132). Thus, create a culture of employee engagement in what matters to the organization.
The recognition of the employees and their development is fundamental to employee engagement. Recognition creates a feeling of being valued and essential to the organization. The commitment to develop the professional capacity of the employees shows the concern of the employee’s well-being and needs to enhance their ability to operate freely and effectively (Varshney, 2020, 54). The delegation of roles in the organization shows the level of trust and confidence an organization has on the employees. This impacts loyalty and subsequent loyalty and commitment of the employees towards the organization and its management (Rameshkumar, 2019, 4). Furthermore, assessment, discussion, feedbacks given honestly are essential features of employee engagement.
Need for Aligning Employee Engagement with Other Corporate Components
The aligning of employee engagement with other corporate components, such as an organization’s purpose, values, and mission, and business strategies, is fundamental to business benefits (Osborne and Hammoud, 2017, 5). The organization’s purpose creates a sense of belonging and overall commitment to what the organization is doing for the improvement of the world. The organization’s purpose posits the need for employee engagement to do more than their work in the organization. That is, strive towards enhancing the contribution of the organization to the world (Motyka, 2018, 228). The values and mission create the context in which employee engagement is done. That is, the capacity to bring diverse new ideas crucial to the realization of the long-term objectives of the organization (Horváthová et al., 2019, 3896). As well, business strategies engage the employees in the implementation process, inducing a feeling of being valued and involved in the organization’s strategic operations (Passion-Caiani, 2015, 2). Therefore, employee engagement is critical to the realization of other corporate components leading to the competitiveness, performance, and productivity of the organization.
Evaluation of Diagnostic Tools Suitable for Measuring Employee Attitudes and Levels of Employee Engagement
Figure 6: The Drivers of Employee Engagement: A Diagnostic Tool.
The diagnostic tool evaluates the drivers of employee engagement and how they impact on the capacity for the employees to feel valued and involved in the organization. The diagnostic tool assesses the importance level of every driver and how it contributes to the feeling of being valued and involved asserting the realization of employee engagement in the organization (Ćulibrk et al., 2018, 133). Training, development, and career-building among the employee’s impact in their capacity to execute different objectives without the supervision and direction of the managers. It illustrates the potential of the employees to achieve the set objectives in their directions. Hence, critical for innovativeness and creativity – in suggestions to the organization.
The performance and appraisal evaluate the impact of giving feedback to the employees and recognizing their contribution to the organization. The capacity to conduct effective performance and appraisal impacts on the capacity of the employees to feel valued and involved in the organization (Osborne and Hammoud, 2017, 4). The communication context determines how the performance and appraisal, feedback, vision, mission, goals, and strategic objectives, among other aspects of the organization, are delivered to the employees (Horváthová et al., 2019, 3896). The communication between the employees and the managers are essential to enhancing employee engagement in the organization. Thus, efficient communication approaches are crucial to the organization.
The diagnostic tool finds the availability and accessibility of equal opportunities and fair treatment in the organization as critical to the performance and productivity of the employees. This creates equal opportunity to engage the employees in the organization effectively, leading to competitiveness. Every employee has the potential and opportunity to prosper within the organization. Compensation, payment, and other benefits are essential to enhance employee satisfaction (Dajani, 2015, 140). This leads to a reduction in employee turnover that can negatively affect the organization. Also, evaluation of the health and safety measures brings the employees together to discuss what is fundamental to the functionality in the organization. Cooperation drives discussion and agreement between the employees; building a vigorous workforce can be engaged in diverse issues affecting the organization.
Moreover, job satisfaction assesses the significance and impacts of employee engagement in the organization. The capacity of employee engagement to induce job satisfaction, job involvement, and organizational commitment is crucial to the overall productivity and performance of the organization (Joseph et al., 2018, 2). Thus, high levels of employee retention, elimination of turnover rates, and absenteeism assert the value of employee engagement.
Employee Value Proposition to Promote Levels of Employee Engagement
The employee value proposition (EVP) is a significant feature in the organization. The EVP constitutes of the rewards and benefits attained by the employees as a way of appreciating their contribution and performance in an organization (Alluosh, 2017, 2). EVP’s profound impacts on the organization’s capacity to attract and retain a competitive, expert, and top talents crucial to the competitiveness and productivity of an organization. The EVP impacts on the potential to enhance employee engagement as they feel motivated and valued in the organization. The assurance of better EVP terms is fundamental to the promotion of employee engagement through communication, negotiations, and discussion on the best practices (Pavar and Charak, 2015, 890).
Figure 7: The Matrix Diagram for Promoting EVP and Employee Engagement.
The approach creates a unique, relevant, and compelling approach to promoting the levels of employee engagement through EVP. The EVP values, principles, and objectives realization impact in the capacity of the organization to effectively implement employee engagement (Pavar and Charak, 2015, 890). That is, career development and new opportunities build the capacity of the employees to engage actively in the organization. This is critical to generate more productivity and returns on the organization. Hence, respective employees can receive higher EVP compensation and rewards from the organization (Mani, 2016, 2). The advancement of employee engagement is enhanced through generous compensation and rewards packages provided in the EVP. This impacts on the competitiveness of the employees. Consequently, high performance and productivity of the organization are ascertained.
Relevant HR Strategies to Raise Levels of Employee Engagement
Addressing Barriers in the organization
The capacity to address barriers in the organization is fundamental to the achievement of the objectives of employee engagement.
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Abuhashesh, M., Al-Dmour, R., and Masa’deh, R., 2019. Factors that affect employees’ job satisfaction and performance to increase customers’ satisfaction. Journal of Human Resources Management Research, 2019, pp.1-23.
Alloush, H.A., 2017. Evaluating the Employee Value Proposition in Academic Institutions in Gaza Strip. Evaluating the Employee Value Proposition in Academic Institutions in Gaza Strip.
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Ćulibrk, J., Delić, M., Mitrović, S., and Ćulibrk, D., 2018. Job satisfaction, organizational commitment, and job involvement: The mediating role of job involvement. Frontiers in Psychology, 9, p.132.
Dajani, M.A.Z., 2015. The impact of employee engagement on job performance and organizational commitment in the Egyptian banking sector. Journal of Business and Management Sciences, 3(5), pp.138-147.
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Joseph, R.D., Guhanandan, S., and Panchanatham, N., 2018. Drivers of Employee Engagement and innovation in Information Technology Industry.
Kumar, V., and Pansari, A., 2015. Measuring the benefits of employee engagement. MIT Sloan Management Review, 56(4), p.67.
Mani, V., 2016. Analyzing the Impact of Employee Value Proposition on Labor Turnover.
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Pasion-Caiani, T.S., 2015. Examination of employee alignment as a predictor of work engagement.
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Rahati, A., Sotudeh-Arani, H., Adib-Hajbaghery, M., and Rostami, M., 2015. Job involvement and organizational commitment of employees of prehospital emergency medical system. Nursing and midwifery studies, 4(4).
Rameshkumar, M., 2019. Employee engagement as an antecedent of organizational commitment–A study on Indian seafaring officers. The Asian Journal of Shipping and Logistics.
Varshney, D., 2020. Employees’ job involvement and satisfaction in a learning organization: A study in India’s manufacturing sector. Global Business and Organizational Excellence, 39(2), pp.51-61.
Walker, T.A., 2016. Strategies for increasing employee engagement in the service industry.