This document discusses employee engagement. It defines employee engagement as a relationship between an organization and its employees where engaged employees are fully absorbed in and enthusiastic about their work, taking positive action to further the organization's interests. Engaged employees are important as they are the backbone of good working environments. Engagement can benefit organizations through increased commitment and dedication from employees. Outcomes of engagement include higher employee performance, retention, and advocacy for the organization. Barriers to engagement include stressful jobs, poor management, and job insecurity while supportive factors include good management, communication, development opportunities, and commitment to employee well-being.

1. CONCEPT REVIEW
EMPLOYEE ENGAGEMENT

2. WHAT IS EMPLOYEE ENGAGEMENT
• EMPLOYEE ENGAGEMENT IS A PROPERTY OF THE RELATIONSHIP BETWEEN
AN ORGANIZATION AND ITS EMPLOYEES. AN "ENGAGED EMPLOYEE" IS DEFINED AS ONE
WHO IS FULLY ABSORBED BY AND ENTHUSIASTIC ABOUT THEIR WORK AND SO TAKES
POSITIVE ACTION TO FURTHER THE ORGANIZATION'S REPUTATION AND INTERESTS.

3. WHY IS ENGAGEMENT IMPORTANT ?
• ENGAGED EMPLOYEES ARE THE ‘BACKBONE OF GOOD WORKING ENVIRONMENTS WHERE
PEOPLE ARE INDUSTRIOUS, ETHICAL AND ACCOUNTABLE’
• ENGAGEMENT LEVELS CAN VARY ACCORDING TO DIFFERENT BIOGRAPHICAL AND PERSONALITY
CHARACTERISTICS
• PERFORMANCE, A SUCCESS MEASURED THROUGH THE QUALITY OF CUSTOMER EXPERIENCE
AND CUSTOMER LOYALTY
• ENGAGEMENT IS CONSISTENTLY SHOWN AS SOMETHING GIVEN BY THE EMPLOYEE WHICH CAN
BENEFIT THE ORGANISATION THROUGH COMMITMENT AND DEDICATION

4. OUTCOME OF ENGAGEMENT
ORGANISATIONAL OUTCOME
• EMPLOYEE ENGAGEMENT IS A HARD‐NOSED PROPOSITION THAT NOT ONLY SHOWS
RESULTS BUT CAN BE MEASURED IN COSTS OF RECRUITMENT AND EMPLOYEE
OUTPUT
• ENGAGED EMPLOYEES ARE MORE LIKELY TO STAY WITH THE ORGANISATION,
PERFORM 20 PER CENT BETTER THAN THEIR COLLEAGUES, AND ACT AS ADVOCATES
OF THE ORGANISATION.
• SUCCESSFUL ORGANISATIONAL CHANGE

5. EMPLOYEE OUTCOME
• ENGAGEMENT, OFFER A SOLUTION FOR THE INDIVIDUAL, PROVIDING THEM WITH THE
OPPORTUNITY TO INVEST THEMSELVES IN THEIR WORK.
• ENGAGEMENT MAY RESULT IN POSITIVE HEALTH EFFECTS AND POSITIVE FEELINGS
TOWARDS WORK AND THE ORGANISATION.
• TRANSACTIONAL APPROACH TO THE RELATIONSHIP BETWEEN EMPLOYER AND EMPLOYEE.

6. BARRIERS TO ENGAGEMENT
• HIGHLY STRESSFUL JOBS WITH VERY LITTLE FLEXIBILITY.
• POOR LINE MANAGEMENT BEHAVIOUR AND BULLYING.
• WORKING FOR LONG PERIODS OF TIME WITHOUT A BREAK.
• JOB INSECURITY: FEAR OF JOB LOSS IS PARTICULARLY LIKELY DURING A RECESSION.
• UNFAIRNESS, PARTICULARLY IN REWARD AND PAY SYSTEMS.

7. SUPPORTIVE OF ENGAGEMENT
• GOOD QUALITY LINE MANAGEMENT.
• TWO‐WAY COMMUNICATION.
• EFFECTIVE INTERNAL CO‐OPERATION.
• A FOCUS ON DEVELOPMENT.
• COMMITMENT TO EMPLOYEE WELL‐BEING.
• CLEAR, ACCESSIBLE HR POLICIES AND PRACTICES AND VISIBLE COMMITMENT BY
MANAGERS AT ALL LEVELS.