Question
Part A (A.C. 1.1, 1.2, 2.1 & 2.2) (1,000 words)
There are many examples of organisations that clearly misunderstand the concept of employee engagement. Often levels of employee engagement are measured in a very superficial way that potentially adds very little value – for example, by the use of employee engagement surveys. Your recently appointed C.E.O, in the past has been a very strong advocate of engagement surveys. He has come to you (in HR) for advice and has asked for a proposal for how levels of employee engagement can be effectively measured. He/she has asked for an initial report which should provide explanation covering the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes.
Your report should be structured under the key theme of:
• An overview of the concept of employee engagement and why your C.E.O., together with all other key stakeholders, should recognize its significance
Specifically, you need to address the following issues:
1. Define what is meant by ‘Employee Engagement,’ including its principal dimensions and components, together with a comparison with related concepts (1.1).
2. The need for alignment between engagement practices and other corporate components if the full benefits of high engagement are to be realised (1.2).
3. An analysis of the principal drivers of employee engagement and offer an analysis of the business benefits for key stakeholders – customers, employees, managers (2.1)
4. An explanation of the application of employee engagement through job design, discretionary behaviour, role autonomy and organisational citizenship (2.2)
Please also comment on how you will transfer the new knowledge and skills gained during this assignment into working practices. You may also use this reflection for your CPD.
You should also include 3-5 references from up to date and relevant sources in order to support your findings. This assignment must be submitted through Online Services.
Solution/Answer
Define what is meant by employee engagement – principal dimensions – components – comparison with related concepts (A.C. 1.1)
Macey and Schneider (2008) defined employee engagement as a combination of commitment to an organisation and its values and willingness in assisting colleagues (organisational citizenship). In this case, the outcomes of engagement include performance, employer/employee brand, motivation/commitment, enhancing learning and development and generating new ideas/improvements. Hence, employee engagement can be defined as a workplace approach that leads to the presence of appropriate conditions for all members of an organisation to give of their best every day, commitment to their organisation goals and values, being motivated to contribute to their organisational success actively and ultimately contributing to the overall organisational success. As shown in figure 1 below, employee engagement is characterised by multiple factors which identify their success;
Figure 1: Employee engagement