Employee engagement has been an intriguing subject area for any organization in the globalization era. The notion associated with employee engagement is regarded as commitment, passion and enthusiasm of employees along with the effective leadership techniques with the support from the senior level management to the employee base. Human resource leaders establish the coercion and belief of their organization and further broaden the area of the positive morale to the employees in the business enterprise. Immensely motivated and enthusiast employees reveal greater degree of inclination in the contribution of more of the organizational effectiveness and productivity by underpinning the sustainability of enhanced level of commitment. The concept of employee engagement has been referred to the degree of association and involvement of the employee base along with its significant participation towards the organization as well as its standards and values (Beukes and Botha 2013). However, employee engagement is often defined as a positive attitude held by the employees towards the organization along with its values. It has been noted that an engaged employee with high degree of participation and involvement in the organization develop high level of awareness of the business context, work culture and performs its functions with workplace associates in order to improve the level of performance within the job for the benefits of the business enterprise (Bailey et al. 2017). Engaged employees are recognized to play a contributory role to the organization and nurture the level of engagement and participation that is regarded as a dual relationship between employer and employee. This paper attempts to analyse the relevance of engaged employees for the progress and development of organization and its success by focusing on the various dimensions of employee engagement by analysing the way it varies from organizational commitment, job participation and level of job contentment. The paper can further be used to a brief evaluation of organizational profit and the way it benefits the primary stakeholders of the company (Scrima et al. 2014). In addition to this, it will further evaluate the need for adhering to the process of employee engagement by shedding light on aspects related to organization’s aims, ideologies, standards along with its business plans and strategies. Lastly, the paper will focus on various HRM diagnostic tools such as employee behavioural patterns, employee turnover rates to attain the detailed understanding of employee value proposition. The primary aim of the study is to relate to the way organization’s operate at complex and informed circumstances and lead towards the path of organizational success (Ariani 2013).
Analyze the meaning, principal dimensions and components of ‘employee engagement’ and compare with other related concepts.
As employee engagement has taken a significant position in the discourse of organizational efficacy its connotation lies on the impact on employee productivity, signifying an in-depth level of association, passion and dedication for work in comparison to the similar constructs related to organizational commitment and job satisfaction. The prominence of employee engagement in organizational concerns has been recognized as a collective and inherent perception which is associated with the rate of effectiveness and productivity of the organization (Beukes and Botha 2013). However, it has been identified that employee engagement does not comprise of a single or accepted connotation. The Chartered Institute of Personnel and Development comprise of three dimensional approaches in order to comprehend the concept of employee engagement.
Justify the need for alignment between engagement practices and other corporate components if the full benefits of high engagement are to be realised.
However, such connotations can be regarded as apposite for some organizations, job roles and responsibilities as well as its employee base. It is important to note that some job roles such as manufacturing industry involve highly monotonous job responsibilities which do not necessarily evoke the rate of intellectual engagement where even employees seek intellectual participation and engagement from their work (Scrima et al. 2014).. Furthermore, it can be sited that in such situational perspectives the other factors have a substitutionary role in the functioning of the overall level of engagement. The dual role related to the theory of engagement and employee participation aids both the organization as well as its employee base. It further explicitly associates the conceptualization of motivation and the way it is evoked through the conditions placed within the workplace. Thus it has been stated that a highly motivated employee not only reveals its inclination towards roles but further develop the sense of involvement with the business it is associated with and have a degree of psychological energy to undertake it.
At this juncture, it is significant to recognize that while level of employee commitment has been referred to the degree of employee’s job satisfaction rate as well as the proper classification with the business enterprise, the concept of employee engagement goes beyond the domain of organizational behaviour and further involves the employee making discretionary or restricted efforts towards accomplishment of organizational goals and strategies (Beukes and Botha 2013). While participative employees reveal satisfaction factors with the assigned roles and responsibilities, it is important to note that contented employees do not necessarily engaged with theirs. Few organizations show sole interest about their employees who reveal higher satisfaction and contentment(Wang and Hsieh 2013). For instance it can be stated that employee commitment can be regarded as the extent to which the employee base of the organization are bound with emotional attachments to their organization whereas employee engagement is referred to the degree to which employees reveal a certain degree of passion towards their job role and dedication towards their workplace associates and the organization (Anitha 2014).
Identify the principle drivers of employee engagement and evaluate the business benefits for the organization and different stakeholders.
The idea of employee engagement is regarded as a measurable degree of an employee’s positive or unconstructive emotional attachment towards their work responsibilities, workplace associates as well as the organization which pose insightful influence towards the degree of compliance to develop understanding and perform at work (Scrima et al. 2014). Certain reports analyse the explanation of the 10 C’s of employee engagement such as:
According to certain reports, engaged employees tend to cause organizations to develop revenues to the extent as organizations with declined engagement levels. It further enhances the customer experience and further leads to the improvement of customer loyalty and satisfaction. Several observations have revealed that companies exhibiting higher degree of employee engagement scores had twice the rate of stakeholders’ loyalty in comparison to organizations with the average employee engagement levels (O’Riordan and Fairbrass 2014). Google, one of the leading multinational organizations has revealed utmost transparency can be sited as classic example of revealing astonishing employee engagement further obtaining immense organizational benefits.
Explain the application of employee engagement through job design, discretionary behavior, role autonomy and organizational citizenship.
Job Design and Employee Engagement
Leading theorists focusing on employee engagement studies have emphasized the role of job design in fostering employee engagement whereby it states that work perspectives establish conditions in which individuals can personally develop their level of engagement with their work. Job Demands Resources (JDR) Model further has emphasised the role of job design in generating high degree of engagement. Furthermore, the model sheds light on the way factors related to physical, social or organizational aspects of the job can be considered as a source of involvement for people as job resources tend to diminish the destructive impacts of growth and learning (Armstrong and Taylor 2014). However, there can be witnessed certain theoretical and empirical bases for associating each aspect of job design towards engagement. It has been noted that a job which entails a variety of tasks, the job incumbent tend to face a sense of energetic connection with work activities ( Shantz et al. 2013). Researches reveal that monotony results job holders to encounter factors associated o psychological suffering which further cause the employees to cognitively disengage from their work (Pandey and Dutta 2013).
Discretionary Behaviour related to Employee Engagement
Organizational Citizenship Behaviour (OCB) are regarded as discretionary behaviours which provide contribution to the organization by nurturing a social environment that is beneficial to the attainment of work and further involves behaviours such as provide assistance to others and advocating the organization. OCBs are regarded as a specific thread of observation pioneered by Denis Organ of Indiana University in the USA (Benn, Edwards and Williams 2014). Furthermore, Broaden and Build Theory further suggests that rate of engagement is associated with elevated rate of enactment of OCBs and further asserts that employees with constructive state such as engagement experience expanded the cognition that is related to the greater degree of creativity, expanded scope of attention and sincerity to information (Freeney and Fellenz 2013). However, empirical observation has underpinned the association n between employee engagement and OCBs whereby rate of engagement results to greater degree of OCB and engagement leads to proactive behaviour, taking inventiveness and initiatives and pursuit of learning aims and objectives (Estampe et al. 2013).
Role autonomy positively linked to employee engagement
Role autonomy emphasizes on the greater degree of control of individuals over whole piece of constructive work which results to the increased connection with the job and responsibility. Furthermore, job holders who rate their job as high in task identification are expected to exhibit greater degree of engagement towards work.
As employee engagement is considered to be one of the essential objectives of talent strategy several organizations such as Emirates National Bank Dubai is thus aiming to evaluate employee engagement in regular employee surveys as a significant business indicator. The Aon Hewitt’s model of employee engagement aims to provide empirical substantiation for the legitimacy of engagement evaluation from the extensive global employee observation of a wide range of employees (Rauter, Jonker and Baumgartner 2017).
The Aon Hewitt engagement model involves certain organizational motivators and business outcomes of employee engagement along with individual consequences related to engagement. As engagement is considered to have incorporated an amalgamation of various constructs like affective or continuance dedication, motivation as well as OCBs, thus it can be stated that forms of employee engagement tends to include an amalgamation of practical perceptions, emotions, intentions and behavioural patterns required for the optimal performance and organizational efficiency (Bakker and Demerouti 2014). The Emirates National Bank of Dubai considers its stakeholders as associations or individuals who possess the tendency of being influenced by the operational activities of the organization, products and services and further play a decisive role in the competence level of the organization to accomplish expected goals and targets. However, this engagement model associated with the consideration of employee base through the employee engagement model has allowed Aon Hewitt to evaluate the degree of employee engagement in the Emirates NBD. This model has effectively identified the rate of decisiveness of the employee base of Emirates NBD and the organization’s influence on the stakeholder association (Bedarkar and Pandita 2014). Furthermore, the Bank through bi-annual Employee Engagement Surveys also regarded as SOUWTI has led employee to raise areas associated to the guarantee the rate of employee retention and organizational development. Emirates NBD through the model of ‘Say, Stay and Strive’ has effectively facilitated the communication procedure of employees with the bank and focused on areas related to compensation, induction, growth and advancement (Bedarkar and Pandita 2014).
Identify and evaluate the use of diagnostic tools for measuring employee attitudes and levels of employee engagement
There has a significant deal of interest in employee engagement whereby several observers stated that employee engagement anticipates employee outcomes; organizational achievements along with financial performance for example total stakeholder revenues. However, it has been reported that in recent time’s major proportion of employee have shown high rate of disengagement further resulting to engagement gap. For example, UK businesses $300 billion a year in lost productivity (Shuck et al. 2013). Several different metrics have been utilized in order to evaluate the rate of employee engagement. Through diagnostic tools organizations may further measure factors like absenteeism rates, the voluntary retention rates or the percentage of employees completing an individual developmental strategy. Recent employee engagement tools can be used which can be measured through the degree of employees completing the process of orientation, along with the rate of new recruits who are undergoing training sessions. However, the universally used diagnostic tools for analyzing the rate of employee engagement are forms of questionnaires and surveys. Gallup Q 12 is regarded as one of the most commonly used diagnostic tool for evaluating the elements related to employee engagement. Being recognized as a survey it primarily comprises of 12 questions and is further considered as an easily comprehensive tool as it aims to put similar questions to all participants (Kehoe and Wright 2013). As a result, Gallup Q12 can easily be comprehended by an organization in order to establish the yardstick against the evaluation from other organizations or the whole industry. Gallup Q 12 comprises questions such as:
Following to the accumulation of measurements, the organizational management teams tend to evaluate the data that has been gathered. At the initial stage the evaluators tend to focus on the overall employee engagement scores. Furthermore, these managerial teams reveal their inclination in the responses provided against the individual survey questions which can aid to evaluate significant strengths and limitations associated to employee engagement.
The IES diagnostic tool further defines the concept of employee engagement as a positive response held by the employees towards the organization and its standards and principles. The IES’s observation into employee engagement has been underpinned by the interest and engagement of several IES HR Networks associated organizations. However, IES revealed the conceptualization of employee engagement with member as well as client organization before the embarking on empirical observation into the evaluation of rate of employee engagement and further establishing primary drivers of employee engagement. IES is regarded as an autonomous, apolitical and universal tool for observing and consulting issues in areas of human resource (Sempik and Raidén 2013).
Construct an ‘employee value proposition’ and propose relevant strategies to raise levels of employee engagement and address any barriers.
It has often been assumed that the fundamental driver of employee engagement is essentially based on monetary terms. However, in realistic terms it has been stated that primary levers of employee engagement are about executing effective distribution of available resources in order to get the most productive resources on talent investment and further utilizing non-cash employee participation levers.
The Emirates NBD with a significant compelling employee value proposition have effectively engaged its employees. The EVP has high rate of distinctiveness towards the organization. In order to raise the level of employee engagement the value proposition proposal must be interpreted in broader range whereby all the factors which establish the level of employee experience at Emirates NBD including monetary as well as non-monetary factors, along with both tangible and non-tangible factors (Truss et al. 2013).
The overall rewards programs for Emirates NBD must be formulated in order to appeal to the diverse range of requirements and interests to its employee base. Furthermore, the thorough detail of monetarily, employing highly proficient employees, engaging them and further creating retention is related to proper strategically executed decision-making procedures and the way Emirates NBD can effectively allocate resources within the mix it is offering and the rate of efficiency to which the Bank’s strategic aims and targets can be accomplished (Tims et al. 2013).
Emirates Bank must consider data collection tools that include surveys, focus groups, interviews and establishing interpersonal conversation with employees. However, the Bank must develop the goal based on employees’ preferences and not wants or demands.
It has been noted that a series of organizations in recent times have been claiming that ‘diversity is strength’ and eventually prove this by creating an inflexible rewards offering no significant personalization or customization which tend to provide equal and justified treatment. Emirates NBD must take into account several ways of establishing greater degree of personalization or customization (Sempik and Raidén 2013).
Employees often assume that the amount mentioned on their remuneration package as the total value which they receive from the organization. However, an essential part of effective EVP and overall rewards program proposal is the development and allocation of total rate of rewards statements which offer high degree of transparency to the employee base related to the total value.
It has been noted that evaluation of employee engagement is a challenging task. However there can be witnessed several approaches to handle on the possibilities of the profits or loss of the organization. Behaviours of employees can be observed and evaluated. Emirates NBD must establish metrics in order to evaluate the rate of efficiency of various initiatives or the total rewards programs. There has been witnessed as immeasurable range of metrics and further evaluates the metrics to use to create EVP plan (Sempik and Raidén 2013). For example, Total labour expenditure, labour cost growth as an operating plan of revenue development and revenue or reward dollar. However, these measures could be lessened in order to shed light on significant elements of the rewards spectrum such as monetary compensation, benefits, professional advancement.
Every organization comprises two diverging groups of talent namely ‘top talent’ and ‘core talent’. Emirates NBD in order to determine the formation of such groups must focus on the rate of performance appraisals, recognition of top talent and factors crucial for the path of success of the bank Furthermore, the Bank must ensure that the high proficient level must be underpinned by other significant individuals involving managerial and executive levels (Sempik and Raidén 2013).
Leadership techniques are considered to be diverse from management techniques. Though both are significant and must persistently be developed for an organization in order to achieve growth and advancements.
One of the essential element of organizational efforts to productively recruit, retain, expand and engage employees is to promote the EVP plan of Emirate NBD or total rewards program. This is considered to be partially visual, emotional, cultural and practical.
People resourcing strategies effectively ascertain that the organization obtains and retains employees it requires and further employs them in efficient manner. The primary purpose of this strategy is to determine that an organization attains competitive benefits by employing highly proficient employees in comparison to its competitors. The people resourcing strategy must take into consideration the fundamental strategy of an organization and develop the understanding of the essential directions to the path which the company is following. This strategy presumes planning activities such as demand forecasting, supply forecasting, further analysing the demand and supply forecast in order to identify prospective deficits or surpluses.
While employee growth and development is considered as a fundamental element associated to the human resource strategy, it is significant for Emirate NBD developmental programs to be in effective alignment with the overall approaches of the organization. Prior to the establishment of developmental aims and strategies, the leaders of the Bank must initially evaluate the Bank’s fundamental capacities to determine the significance of the skills which play vital role to the organization as a whole. For example, if an organization encounters a deficit of well-established leadership competencies, then it might focus on the implementation of leadership development training and induction (Beukes and Botha 2013).
Performance Strategies are considered to be the procedure which facilitates the productivity level of compensation system by incorporating employee performance which further comprises of higher degree of organizational performance in order to promote self-interest. It primarily aim to concretize the fundamental rate of organizational performance association with the ongoing and persistent strategic planning (Beukes and Botha 2013).
Concept of communication strategy is regarded as a critical element of linking situational analysis and the execution of a social as well as behavioural change communication program. Furthermore, effective communication strategies implement systematic procedures along with behavioural theory in order to design and use communication operational activities which acknowledge sustainable social and behavioural transition (Beukes and Botha 2013). The communication program team involving program managers as well as communication executives would function in integrated manner to develop communication strategy in effective manner. With the proper completion of functions in communication strategy the management team will effectively establish the way their program wants to involve the group of stakeholders and associates in strategy development and further apply the fundamental standards of communication strategy to develop the individualistic strategy of the organization.
Conclusion
The primary aim of the report was to offer a comprehensive discourse on the significant outcomes of employee engagement which drives the rate of organizational performance by further enhancing the level of retention, consumer loyalty, efficiency, safety and profitability. Highly motivated employees tend to reveal greater degree of concern towards their organization and responsibilities in order to provide contribution towards the path of organizational success. However in recent era of economic instability, engaging employees has been regarded as critical in order to ensure an organization’s longevity and level of profitability. The report has effectively evaluated the fundamental dimensions and elements of the concept of employee engagement and analyse the need for the coalition between engagement practices and other corporate components with overall benefits of high employee engagement. Furthermore, the paper has focused on fundamental drivers of employee engagement and evaluate the application of employee engagement through the means of job design, role autonomy , discretionary behaviour (OCBs) and further examine the implementation of Gallup Q 12 and IES diagnostic tool to measure the rate of employee engagement in an organization. Lastly, the report has constructed an EVP plan to elevate the degree of employee engagement and also propose relevant people resourcing, development, performance and communication strategies to raise levels of employee engagement.
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