Report on Human Resource in Employee Engagement

Table of Contents

HUMAN RESOURCE IN EMPLOYEE ENGAGEMENT 2

Introduction 2

1.1 Meaning, Principal, Dimensions, and Components of ‘Employee Engagement’ 3

The dimension of Employee Engagement 3

Concepts Related to Employee Engagement 4

Organisational Commitment 4

Organizational Commitment and Employee Engagement 5

Job Satisfaction 6

1.2: Need for alignment between engagement practices 6

Enhance Productivity 6

Satisfaction of Employee 7

Reduce turnover rate 7

2.1: Principal drivers of employee engagement and business benefits 7

Salary 8

Role Autonomy 8

Engage Managers 8

Business Benefits 8

2.2: Steps that contribute to employee engagement 9

Job Design 9

Discretionary Behavior 9

Role Autonomy 10

Organizational Citizenship 10

3.1: Use of diagnostic tools 10

Metrics 11

Focus Group 11

3.2:  ‘Employee value proposition.’ 11

Business Content 11

Approach 11

Engagement Aspects 12

3.3: People resourcing, performance, and communication strategies 13

People Resourcing 13

Performance management strategies 13

Communication Strategies 13

References 14

Human Resource in Employee Engagement

Introduction of Human Resource in Employee Engagement

The era of globalization is productive and developmental for the industrial sector. The reason is that innovative and productive approach, advanced technology made the business practices efficient that lead towards the high success rate. Organizations can achieve a competitive edge by adopting efficient strategies and using advanced technology. The role of the employee is also significant as with their performance organization can gain the maximum benefits. Human resource management department is the blood of an organization as it manages all the activities of an organization successfully (Bailey & Catherine, 2018). 

Hence, employee engagement is also the responsibility of the human resource department by introducing different activities that are according to the goals of an organization. Employee engagement is an efficient practice in which employee dedication and commitment is shown towards the objectives of the organization. In this regard, the role of human resource is valuable that develop an active match between employee and organizational culture where an employee can perform according to the set objectives and target (Stewart, et al., 2019). There are different faces of employee engagement, along with different factors that may increase and decrease it. In this study, employee engagement, its meaning and dimension is discussed. Also, different concepts related to employee engagement and interaction. Further, characteristics of employee engagement, factors, and outcomes, along with benefits, will be discussed. 

1.1 Meaning, Principal, Dimensions, and Components of ‘Employee Engagement’

The extent to which employees feel dedicated, comfortable regarding their tasks aligned by the organization. Discretionary efforts are put by the employees in their task to achieve the set objectives and aims of the organization. Therefore, employee engagement is the way that enhances the concentration and commitment of employees towards the organization. Employee engagement is different from employee satisfaction (Anusha & Raman, 2017). According to Taylor and Woodhams, employee engagement is the thinking about what you do, feeling good about their role and acting to describe the commitment to the values and aims of the organization.

It is crucial for an organization because it reduces the turnover rate and enhances the employee retention rate to gain maximum productivity and high rate of customer satisfaction that generates the high-profit rate. Also, employees that are engaged in their workplace are happier and satisfied in the workplace. 

The dimension of Employee Engagement

The above-stated definition of employee engagement is described as the three significant dimensions like feeling (cognitive), thinking (emotional) and acting (physical) while performing within the organization. 

The people that are cognitively engaged have more focus and concentration while performing the assign tasks. These people are the critical aspect of an organization because they are creative, problem-solving and can accept the challenge just not for personal development but also to achieve the high status and recognition in the organization (Ruck, et al., 2017).

Engaged in the physical activities depicts the commitment of an individual towards its tasks as putting extra efforts to fulfil the task efficiently. This engagement is described as giving overtime to achieve the task and provide their assistance to others in achieving the goals. 

Emotional engagement describes the emotional relationship of an individual to its colleagues and managers as having interest and care for their co-workers and private life as well. Hence, this engagement develops a sense of satisfaction among employees, and the organization can gain a competitive edge in the business market. 

These three dimensions are interconnected with each other as engaged emotionally and cognitively generate more energy that leads towards more engaged physically. Hence, the role of HR is to develop the employee engagement activities efficient that enhance their skills and compatibility to perform excellently by using their skills and knowledge according to the assigned task. 

Concepts Related to Employee Engagement

Organisational Commitment of Human Resource in Employee Engagement

Organizational commitment is defined as the experience of employees within the organization that are committed and have a connection towards the organization. The employees that understand the objectives of the organization and feel fit within the work that is assigned. These employees are more dedicated, determined and have high productivity towards the commitment of an organization (Noe & Raymond, 2017). 

Taylor and Woodhams have also described the organizational commitment under three features such as Normative, Affective and continuance commitment. 

Normative Commitment of Human Resource in Employee Engagement

In this commitment, employee prefers to stay at an organization to fulfil the commitment as leaving organization may lead towards the irreversible consequences that develop the sense of guilt in case of issues regarding commitment. Hence, they prefer to be committed to the goals of the organization.

Affective Commitment of Human Resource in Employee Engagement

This commitment represents the emotionally attached to the organization and fulfils the goals of the organization with his performance. Employees feel that they are fit and satisfied with the assigned task that also provides value to them. Hence, the commitment of employee represents their dedication as they want to.

Continuance Commitment of Human Resource in Employee Engagement

This commitment describes the perception of employees as employees prefer to stay at their workplace to achieve the perceived benefits. Various conditions describe the commitment of employees likes right for pension with co-workers due to fear of unemployment. Hence, employees are committed dedicatedly with the organization and perform well.

Organizational Commitment and Employee Engagement

Employee engagement and organizational commitment are different because of the passion and bond within the organization. As employee engagement describes the passion and dedication of employees towards their assign task and hence, organizational commitment is the emotional bond and connection of an employee with the organization (Haque, et al., 2019). 

Various studies have shown that the relationship between organizational commitment and employee engagement is positive. At Tesco, various employees are organizationally committed along with employee engagement that is engaged cognitively and affectively. The reason for the commitment of employees towards the company is to achieve the maximum benefits and high status within the company. Hence, it is an opportunistic platform for Tesco to expand its business by engaging the employees cognitively. This engagement lead towards the hard work of an employee that becomes an essential part of the organization. 

Job Satisfaction of Human Resource in Employee Engagement

Job satisfaction is defined as the extent in which an employee feels happiness, motivated towards his job, and it develops when the job is stable, having career opportunities and chances of growth during their professional life. According to Boundless, job satisfaction has two main characteristics, such as Affective and Cognitive job satisfaction. 

Job Satisfaction and Employee Engagement of Human Resource in Employee Engagement

It is also stated that engaged employees are satisfied with their job, but it is not necessarily. An employee can be satisfied with his job without involving emotionally, cognitively, and physically committed to the organization. The level of job satisfaction is developed when having effective communication with the organization, the ability to fulfil the tasks with excellent services, personal development, and performance evaluation (Vorina, et al., 2017). 

At Tesco, employees are engaged in different activities at different places like managing customers, take feedback and resolve their issues. Hence, the employee at customer service is engaged according to the assigned task. Also, employees are satisfied cognitively as their salary packages are excellent, working hours are according to the legislation and motivation is also provided to all employees. Therefore, the employees at Tesco are satisfied with their job to emotionally, physically and cognitively that is the reason for the success of the Tesco at a global level. 

1.2: Need for alignment between engagement practices

Engaged employees have a positive approach to the organization and have the dedication and discretionary efforts to achieve the target of the organization efficiently. It is stated in different studies that employee engagement is directly proportional to the success of a business because when employees are engaged in productive activities related to the development of the business, then an organization can achieve the competitive edge in the business market (Osborne, et al., 2017). Some metrics define the need for alignment related to employee engagement that leads towards the success of the business. These metrics are:

Enhance Productivity of Human Resource in Employee Engagement

Productivity is increased when the retention rate is high as when employees are engaged then their skills are improved, and the turnover rate is reduced. Therefore, the organization is achieved its goals and objectives on time and develop an excellent reputation within the business environment. 

Satisfaction of Employee of Human Resource in Employee Engagement

Based on the performance and capability, the satisfaction of an employee is ensured. It is analyzed that employee engagement is essential because disengaged employees can cause problems due to error and mistakes in their performance. On the other hand, engaged employees perform well and accurately, that generates excellent outcomes. 

Reduce turnover rate of Human Resource in Employee Engagement

Majority of engaged employees are preferred to perform well with punctuality and regularly without taking any leave. In contrast, the situation is opposite as disengaged employees prefer to take leave and absent from the workplace.

Employee engagement is essential for an organization to achieve the objectives, vision, and mission statement of the organization. The role of HR is significant as this department is responsible for developing strategies, process, and procedures to engage the employees in various activities that fulfil the requirement of set objectives of an organization. Hence, the role of HR is considerable that perform for the success and growth of the business efficiently. The most engaged organization are ranked on the high position and considered as trustworthy. When the employee identifies the connection between their job and the vision and aim of the organization and believes that with the effective strategy and leadership goals can be achieved with high engagement practices of an employee within the organization. 

2.1: Principal drivers of employee engagement and business benefits of Human Resource in Employee Engagement

The principal dimension related to employee engagement within the organization is employee voice, wellbeing, opinion on management, and meaningful work. The commitment of an employee in emotional, cognitive and physical dimension plays a significant role and their perceptions to achieve the engagement at the workplace (Sharma, et al., 2017). There are critical drivers for the employee engagement that are discussed in the following.

Salary of Human Resource in Employee Engagement

Excellent salary package affects the happiness of employees and has a positive impact on his performance and growth of the business. Consequently, inequality hurts the performance and development of an employee but if employees are rewarded with competitive compensation then they are happy, and they are more engaged with the activities of the organization to achieve the set objectives. 

Role Autonomy of Human Resource in Employee Engagement

The organizations that give respect and encourage their employees to have an opportunity to produce a productive workforce. It is because when employees are given respect and authority to make decisions, then these practices enhance employee engagement, productivity, and profit rate. 

Engage Managers of Human Resource in Employee Engagement

The proper relationship of the employee to their managers has a positive impact as they know their manager listen to their views and opinions that increases employee engagement. In the previous study, it is found that 75% of employees leave their jobs because of the poor behavior of the boss and managers. Hence, there is a need to develop a robust working environment, structure, and relationship to promote employee engagement within the organization. 

Business Benefits of Human Resource in Employee Engagement

There are various business benefits for stakeholders and organization as well because of employee engagement. The benefits for the culture of an organization are:

• Employees are motivated that enhance their productivity

• Engaged employees are 40% more active and productive rather than disengage employees

• Employee turnover rate is reduced, and the retention rate is high

• Organizational culture is excellent and the value of employer-brand

Benefits for Customers of Human Resource in Employee Engagement

• Customer services are better when an employee has engaged that lead towards the better brand experience 

• Customers are loyal when they have experienced better customer services

• Engaged employees have an approach for the better services of customers that is customer-centric in which customers are focused

2.2: Steps that contribute to employee engagement

The four steps are considered as necessary in an organization that has a high culture for employee engagement. These aspects are interconnected and work as a synergy to promote employee engagement. The following steps are contributed to employee engagement, such as:

Job Design of Human Resource in Employee Engagement

There are different features of a job design like significance, feedback, autonomy and variety of task. All these had a positive impact on employee engagement according to the previous studies. Thus, challenging and exciting jobs enhance the motivation level of employee to use the available resources and encouraging employee engagement within the organization (Kalia, et al., 2017). 

Discretionary Behavior of Human Resource in Employee Engagement

Employee engagement is encouraged by good job designs and performs well while engaging in discretionary behavior. The reason is that these employees are stimulated intellectually towards the behavior that is mentioned in the job description but has a strong influence on the deliverables of an organization. Simply, the employee is appreciated when they perform over time because of their commitment to the organization. 

Role Autonomy of Human Resource in Employee Engagement

According to the study, it is analyzed that autonomy at a small level has a tremendous impact on increasing the motivation of employees, reduce the stress and reducing the ratio of absenteeism. High autonomy is efficient that an employee feels more substantial and empowered at the workplace. Hence, it develops the sense of engagement of employees at the workplace. The employee with high autonomy is satisfied as compared to other counterparts as they can improve the skills of decision making relevant to the job tasks. 

Organizational Citizenship of Human Resource in Employee Engagement

Organizational citizenship is the way where people provide their assistance to others at the workplace and perform the extra effort to achieve the goals. Also, this behavior encouraged social interaction at work, having a friend or friends at the workplace. This behavior relates to the commitment to the organization with energetic, psychological commitment. Organizations with high organizational citizenship depict high employee engagement within the organization efficiently. 

3.1: Use of diagnostic tools of Human Resource in Employee Engagement

Employee Engagement is defined in different ways; similarly, an organization can measure the engagement of employees through different methods. Therefore, some diagnostic tools are used to measure the engagement of the employee. Diagnostic tools can be used based on the factors and condition of the engagement activities of employees within the organization (Imandin, et al., 2016). These tools are:

Surveys of Human Resource in Employee Engagement

In past decades, organizations have conducted the surveys annually, but the pattern is changed due to demand of the current era. The reason for shifting practices of taking a survey is that survey is conducted as sum up and tracking of the employee annually that was not productive. 

Therefore, a pulse survey is conducted that flexibility monitors the activities of all areas in a short time to collect accurate information for the engagement of employees and their sentiments as well. 

Metrics of Human Resource in Employee Engagement

It is mentioned above that more engaged workforce generates high productivity rate, high retention rate, low turnover rate and low absenteeism. Hence, by monitoring all these aspects is helpful to identify the level of employee engagement. The brand value is reflected by measuring the scores of NPS of employee that depicts how organizations are promoted by engaging the employees.

Focus Group of Human Resource in Employee Engagement

The purpose of a focus group is to supplements to employee survey that contain the data that is further augmented by the focus group based on the reason. It is efficient to use as feedback after completing a project to analyze the issues and area of improvement. 

At this stage, it is crucial to analyze the scores of employee engagement through other metrics that discuss the target and beneficial to achieve the target by engaging employees in productive activities. In this regard, internal benchmarking is also useful to collect information that can be used to analyze and compare the success rate and identify the strategies that have not any beneficial impact on achieving the target (Hameduddin, et al., 2019). 

3.2: ‘Employee value proposition.’ 

Business Content of Human Resource in Employee Engagement

The company of Gym is an active business that requires low cost with an excellent business for the general public and for the employees that are working for it either trainer, directly employed, and self-employed. The target of this business is adults and young people. The business chain is expanded because of the demand and attraction for the people to fit themselves. 

Approach of Human Resource in Employee Engagement

The business structure is flat and central teamwork is the framework of the business. By adopting a flat structure, all employees have information and communicated quickly. Hence, by adopting a simple structure, the growth of the business is increased because it supports the growth rate and teamwork. Also, business is run based on the leisure having a focus on the experience of customers by the team of Gym Group. The responsibility of CSR is fulfilled by giving charity in different places and institutions. 

Engagement Aspects of Human Resource in Employee Engagement

The engagement aspects are good at the Gym, but some issues are faced for the last five years and then observe the following factors such as:

• The wellbeing of employees at the workforce as to how the response towards stress, pressure and maintain balance in life. 

• Manager

• Personal growth

• Leadership

• Team 

• Deal of the company

• CSR

• Improvement continuously

• Reward system

• Absenteeism and turnover rate

It is observed that in a company, there is a chunk of employees that were not happy with the provided salary packages that are low when compare it with the industry standards. So, there is a need to fix this issue and revise the salaries of employees after conducting a survey. 

Events of team building should be encouraged to enhance employee satisfaction and engagement as well. Also, foster the friendship at the workplace because it enhances employee satisfaction approximately 50% and more likely to engage in developmental activities. 

3.3: People resourcing, performance, and communication strategies 

People Resourcing of Human Resource in Employee Engagement

The strategies of resourcing have a positive impact on the engagement of employees in such a way that as the right person fit in the right role that they can perform well. In this regard, it is crucial to hire new employees that are fitted with the culture of the organization. When a new employee is hired that have skills and expertise regarding their job, then employee engagement would be increased (Panagiotakopoulos & Antonios, 2016). Also, by adopting a proactive approach and excellent communication develop an excellent relationship at the workforce. It is the responsibility of HR that at the time of recruitment, a clear framework should be presented in front of employees to achieve the objectives and mission through their performance. 

 Performance management strategies of Human Resource in Employee Engagement

Nowadays, the emphasis has been shifted from the financial condition, and the leadership and the focus area on the management activities that have a significant influence on employee engagement. Thus, there is a need to develop appropriate management practices in the form of feedback and support the employees to perform well, having a behavior. Constructive feedback is used that is a two-way channel and design for the organization. Hence, with the adequate performance of management, an organization can perform well and engage the employees efficiently to achieve the goals and objectives on time. 

Communication Strategies of Human Resource in Employee Engagement

Communication is a practical approach in the business that develops the sense of trust, respect, and job satisfaction among employees when they are involved in the decision-making process. The line manager is responsible for effective communication practices within the organization. Effective communication develops the legitimacy between top management and employees. Therefore, employees are engaged with dedication and communicated effectively. 

References of Human Resource in Employee Engagement

Anusha & Raman, 2017. Employee engagement-A literature review. International Journal in Management & Social Science, 5(3), pp. 218-227.

Bailey & Catherine, 2018. Strategic human resource management. S .l.: Oxford University Press.

Hameduddin, Taha & Fernandez, S., 2019. Employee Engagement as Administrative Reform: Testing the Efficacy of the OPM's Employee Engagement Initiative... Public Administration Review, 79(3), pp. 355-369.

Haque, Amlan, Fernando, M. & Caputi, P., 2019. The relationship between responsible leadership and organisational commitment and the mediating effect of employee turnover intentions: An empirical study with Australian employees. Journal of Business Ethics, 156(3), pp. 759-774.

Imandin, Lailah, Bisschoff & Botha, 2016. Confirmatory analysis of the model to measure employee engagement. Problems and Perspectives in Management, 14(2), pp. 93-103.

Kalia, Namrita & Verma, Y., 2017. Organizational culture and employee engagement: an interrelationship study in the hospitality industry of Himachal Pradesh.. International Journal of Human Resource Management and Research, 7(3), pp. 17-22.

Noe & Raymond, 2017. Human resource management: Gaining a competitive advantage. New York: McGraw-Hill Education.

Osborne, Schritt & Hammoud, M., 2017. Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), p. 4.

Panagiotakopoulos & Antonios, 2016. A short guide to people management: for HR and line managers. S .l.: Routledge.

Ruck, Kevin, Welch, M. & Menara, B., 2017. Employee voice: an antecedent to organisational engagement?. Public Relations Review, 43(5), pp. 904-914.

Sharma, Naman & Garg, P., 2017. Psychological contract and psychological empowerment as employee engagement drivers in the Indian IT sector. International Journal of Applied Business and Economic Research, 15(1).

Stewart, Greg & Brown, K., 2019. Human resource management.. s.l.: Wiley.

Verona, Anton, Simonič, M. & Vlasova, M., 2017. An analysis of the relationship between job satisfaction and employee engagement. Economic Themes, 55(2), pp. 243-262.