ENGAGEMENT

Employee Engagement

Table of Contents

Introduction3

Concept of Employee Engagement3

Facilitating tool for Business Purposes4

Objectives Alignment5

Individual Performance5

Business Performance5

Managerial Leadership6

Employee Engagement and Strategic Aspirations7

Employee Engagement and HRM Meaningfulness7

Creating an Engaged Workforce7

HR strategies on Infrastructure Maintenance8

High-performance Working Environment9

Relationship strategy9

Supportive work environment9

Educating leaders10

Establish a focus on career development10

Balancing work-life11

Conclusion11

Employee Engagement

Introduction

The research report primarily discusses the nature of the topic “Employee Engagement”. The report aims to extract the outcomes by critically analyzing the nature of employee engagement, fundamentally and also as a tool which facilitates high-level business purposes. It explains the empirical and philosophical linkages between engagement of employee, leadership-managerial style, and strategic objective and HR policies the development of human resource management (HRM) competitive differentiators. Lastly, the research report investigates the important contribution of employee engagement as a route to tactical, reputational and competitive excellence within a high-performance working surroundings.

Concept of Employee Engagement

During the period of 1980 employers expected loyalty and commitment from their employees and in exchange for that they offered life time employment opportunity, hence providing job securities to individuals but with the respect of time the phenomenon has changed and employee engagement has become popular in management. (Welbourne, 2007, p.45) Employee engagement is observable in an organization in the form of behavior and their contributions towards work. However, the definition of engagement can be derived from the researches being proposed by early theorists (khan, 1990, p. 692). May et al. have reviewed employee engagement as a state of psychology, being experienced by workforce with respect to their work, it is however, linked with behaviors. It involves dimensions that are intellectual, emotional and behavioral (May et al., 2004, p. 11). Schaufeli and other authors have defined engagement as a rewarding, optimistic, job-related state of mind that is characterized by dynamism, dedication, and absorption. Schaufeli et al. have stated that engagement is not a short and specific state but rather it is a more continual and persistent affective-cognitive state that is not focused on any definite object, occurrence, individual, or behavior (2002, p. 74).

Engaged employee's works proactively. They anticipate the opportunities and then take actions that are aligned with organizational goals. The employees are goal-oriented and have inspiration to move some extra miles to complete their job. (Schaufeli et al., 2002, p.71)They don't bind themselves to a job description rather scan the environment to locate the job demand shift; consequently they expand their own roles to match those new demands. These workers are competent enough to perform their task and roles effectively, yet they take ownership to enhance their personal skills and abilities to maintain the consistency level. Engaged employee shows perseverance attitude when they are confronted with challenging goals. Moreover, they respond to the inherent uncertainty in the business surrounding that varies every time and have a propensity to adapt to organizational changes, which are beneficial in the long run. (Macey et al., 2011, p.16) In addition to this, Alfes et al. (2010, p.5) has reported in their findings that engagements have three core aspects:

Intellectual engagement involves employee to think hard regarding their ...