The document discusses employee engagement versus organizational engagement. It notes that employee engagement focuses on employee well-being, while organizational engagement focuses on organizational performance but offers no benefits to employees. The paper aims to review debates around engagement, distinguish between work and organizational engagement, and outline a policy agenda to address issues with organizational engagement by developing an integrated engagement strategy.

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Designed and prepared by: Malik Muhammad Mehran

2. Topic
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3. Employee engagement
VS
Organizational
engagement
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4. Asad Majeed
Muhammad Danish Qureshi
Malik Muhammad Mehran
(Group Leader)
Nasira Per veen
Presenters
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Designed and prepared by: Malik Muhammad Mehran

5. Samia Tariq
Tehmina Javed
Presenters
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Designed and prepared by: Malik Muhammad Mehran

6. Presenter:
Malik Muhammad Mehran
(Group Leader)
M.Phil Business Administration
Section “F”
NCBA&E Multan Campus
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7. Employee engagement is the extent to which
employees feel passionate about their jobs,
are committed to the organization and enhance
their employee benefits.
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8. High
Performance
Engagement with
The Organization
Engagement with
“My Manager”
Strategic
Alignment
Competency
An employee engagement model based on
statistical analysis and widely supported by
industry research.
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9. Organizational engagement focus on the benefits to the
organization of having engaged employees but offer employees
nothing in return.
This problem has been analyzed by Keenoy (2014) who cites, as
one example the definition of engagement offered by Kenexa as
“the extent to which employees are motivated to contribute to
organizational success. 9
Designed and prepared by: Malik Muhammad Mehran

10. Purpose of this paper is to review;
 The debates.
 And evidence about employee engagement.
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11. This paper is based on a review of the research and analytic
literature.
 It draws a distinction between work engagement
and organizational engagement.
 For the former it outlines a research agenda
for the latter, it presents.
 An extensive critique and an agenda to address the issues raised. 11
Designed and prepared by: Malik Muhammad Mehran

12. A distinction is highlighted between;
 Work engagement is focused on employee well-being
 And organizational engagement with its focus on
organizational performance
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13.  This article argues that while work engagement is now well-
established among the academic community as a valid and useful
construct.
 The same cannot be said for organizational engagement which lacks
clear definition, measurement, high-quality evidence and clear policy
implications.
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14.  The paper therefore sets out a policy agenda and outlines how some
of the shortcomings might be addressed.
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15. The paper highlights the need for a viable and integrated “engagement
strategy” with its core elements for the organizational engagement to
progress in future.
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16. An engagement strategy sets out a framework for building a
high workforce engagement level that leads to high
performance in your organization.
An effective strategy focuses on clear priorities and a
roadmap for success
A successful engagement strategy is one that is fully
integrated with the business plan and existing processes.
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18. The paper highlights the need for a viable and integrated “engagement
strategy” with its core elements for the organizational engagement to
progress in future.
18Designed and prepared by: Malik Muhammad Mehran

19. Presenter:
Samia Tariq
M.Phil Business Administration
Section “F”
NCBA&E Multan Campus
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20. From time to time new ideas or concepts emerge that capture the attention of
policy makers, managers and academics. Some have a sound theoretical and
empirical base; others rely more on effective marketing, often by consultancy
organizations. aim of this paper is to review its status and distinctive features
with the aim of assessing its potential longevity. The title of the paper
provides a clue to the core stance of the central argument.
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21. A first section briefly outlines the nature of employee engagement,
drawing a distinction between work and organizational engagement and
offering some explanations for its popularity. This is followed by a brief
review of the evidence about work engagement, highlighting areas that
would benefit from further research.
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22. The next section analyses organizational engagement, highlighting a number
of concerns.
A final section sets out a brief operational agenda listing policies and
practices that might help to increase the likelihood that organizational
engagement has an impact.
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23. Presenter:
Tehmina Javed
M.Phil Business Administration
Section “F”
NCBA&E Multan Campus
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24. The origins and growth of interest in
employee engagement
Kahn (1990) presented the first academic paper about employee
engagement. It offered employee engagement as a new approach to
employee motivation, outlining what Kahn described as a behavioral
perspective based on three Dimensions;
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25. The origins and growth of interest in
employee engagement
Physical
Emotional
Cognitive engagement
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26. The origins and growth of interest in
employee engagement
On opposite end, which they described as employee engagement
(Maslach et al., 2001). They viewed this as an attitudinal state
comprising three sub-dimensions of;
 Vigour
 Dedication
 Absorption 26
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27. The origins and growth of interest in
employee engagement
The concept was further developed and, importantly, a measure of
attitudinal engagement was designed and validated by a team at Utrecht
University (Schaufeli et al., 2002). The UtrechtWork Engagement Scale
(UWES) measure has been extensively used in many countries as the
concept of employee engagement, aided by the presence of this measure,
has attracted increasing academic attention. 27
Designed and prepared by: Malik Muhammad Mehran

28. Presenter:
Muhammad Danish Qureshi
M.Phil Business Administration
Section “F”
NCBA&E Multan Campus
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29. An assessment of work engagement
The first paper on employee engagement was written by Kahn in 1990
and focused on what he termed behavioral engagement reflecting his
interest in developing more operational concepts and ways of
measuring motivation at work. Kahn’s ideas did not initially generate
significant research. However, a number of researchers have
developed scales based on his concept of engagement (see, e.g. May et
al., 2004; Saks, 2006).
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30. An assessment of work engagement
A more recent study by Rich et al. (2010) adopted Kahn’s conceptual
framework and developed a scale to test its validity, maintaining
Kahn’s distinction between physical, emotional and cognitive
engagement. They found that the three dimensions were empirically
distinct but could be combined into a single measure.
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31. An assessment of work engagement
A more recent study by Rich et al. (2010) adopted Kahn’s conceptual
framework and developed a scale to test its validity, maintaining
Kahn’s distinction between physical, emotional and cognitive
engagement. They found that the three dimensions were empirically
distinct but could be combined into a single measure.
31Designed and prepared by: Malik Muhammad Mehran

32. An assessment of work engagement
Kahn proposed what he described as a behavioral model of employee
engagement, in Europe, a team led by Schaufeli at Utrecht University
developed an attitudinal construct of work engagement based on the job
demands – resources model (Bakker and Demerouti, 2007). They defined
work engagement as “A positive, fulfilling work-related state of mind that is
characterized by vigor, dedication and absorption” (Schaufeli et al., 2002, p.
74).
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33. Presenter:
Nasira Parveen
M.Phil Business Administration
Section “F”
NCBA&E Multan Campus
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34. Definition:
There are various approaches of employee engagement, and
Organizational employee engagement is one of them.
“Organizational Performance and contribution employees can make to it
when they are fully engaged”
“Organizational employee engagement is one of the best approach of
employee engagement.
Organizational employee engagement
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35. It is different from work engagement in a way that work engagement
concerns about the health, life standard and well being of employee but in
organizational employee engagement focuses on organization and
organizational goals.
Its measure of job satisfaction that can be summarized into twelve key
points with the help of statistical analysis. (David Guest 2014)
Harter et al 2002
Great deal of variance in what is defined as job satisfaction
Gallup 12:
Organizational employee engagement
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36. Even UK government promotes the Organizational Employee
management, and it remains the top Agenda of HR managers of UK.
Macleod review received over 50 definitions of engagement reflecting
the uncertainties and ambiguities surrounding the concept.
There have been decades of research on the relationship between Job
satisfaction, motivation and performance and there is persistent
evidence of a clear association.
Organizational employee engagement
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37. Problems encountered in Organizational employee engagement
Employee ought to be engaged or not?
Some organization face engagement deficit problem
Fair days Work for a Fair days Pay
They feel no obligation to be engaged.
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38. Organizational employee engagement
Problems encountered in Organizational employee engagement
Organizations focus on their own benefits and neglects the benefits of
their employee due to this employs do not get engaged in their duty.
Organizations remain unclear to decide what they should do.
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39. Presenter:
Asad
M.Phil Business Administration
Section “F”
NCBA&E Multan Campus
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40. Towards an agenda for more effective
organizational employee engagement
Given all the problems with organizational engagement, one
recommendation might be to give up on it. But the interest in the general
topic and the anxieties about an engagement deficit and the need to improve
productivity and competitiveness in economies such as the UK suggest that
it may be better to create an agenda to promote a more effective form of
organizational engagement. 40
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41. Towards an agenda for more effective
organizational employee engagement
The final main section of this paper therefore presents the outline of a
policy agenda for the promotion of engagement.
The engagement agenda:
(1) Select staff with a propensity for engagement
(2) Train staff for engagement
(3) Invest in human capital and employability 41
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42. Towards an agenda for more effective
organizational employee engagement
(4) (Re)-Design jobs to maximize employee autonomy, challenge,
variety, skill utilization and scope for learning and development
(5) Provide strong organizational support
(6) Reward and promote managers using their ability to engage
employees as a key criterion.
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43. Towards an agenda for more effective
organizational employee engagement
(7) Ensure fairness of treatment and trust in management, using a
range of voice
mechanisms to achieve this.
(8) Ensure extensive and effective two-way communication.
(9) Create a context that reinforces job security and flexible working.
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44. Towards an agenda for more effective
organizational employee engagement
(10) Adopt a strategic human resource strategy that reflects the values of
engagement and recognizes that need to integrate the components of an
“engagement system” outlined above.
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