Essays on Managerial Implications of Employee Engagement Literature review

Download full paperFile format: .doc, available for editing

The paper "Managerial Implications of Employee Engagement" is a good example of a management literature review.   Clifton (2008) defines employee engagement at work as the harnessing of organizational members selves to their work roles. In other words, it is employee’ s involvement in the workplace, where they can express themselves physically, cognitively and even emotionally during their role performances. It is therefore noteworthy that, employee engagement is the level of commitment and involvement that an employee exhibits towards the organization and its values (Endres & Mancheno-Smoak 2008). When employees are engaged, they are quite aware of the business context and therefore work for hand in hand with their colleagues so as to improve performance within the job for the good of the entire organization as stated by Melcrum publishing (2005). It is therefore of great importance for the organization to develop and maintain engagement which culminates from a good relationship between the employer and the employees in accordance with Clifton (2008).

This is due to the fact that it is an accurate determinant of the association of an individual with the organization.

Engagement, in this case, is closely associated with the construction of job involvement as stated by Endres & Mancheno-Smoak (2008). Job involvement, in this case, is the degree to which job situation is the main focus by the person and his or her identity. This, in short, depicts that, job involvement culminates from a cognitive judgment about the needs satisfying abilities of the job. According to Clifton (2008), employee engagement is a very vital aspect that managers must nature in their organizations for it increases workers commitment and motivation which in the long run results to improved performances of the entire organization.

The human resources are the most important assets in any given organization, having the motivated and commitment means that the organization will utilize their skills and expertise to the competitive advantage of the organization(Rafferty et al 2005), by the use of skills and expertise from the human resource. People engage in three different ways. Emotional, behavioral and intellectual: emotional refers to how people feel about their work, organization and their superiors/bosses (Ellis & Sorensen 2007). Rafferty and others attributed to the fact that human beings are emotional beings and therefore must fell something about what they are doing in order to be engaged in it.

Behavioral aspect is linked to what people do or intend to do in the future. For example, do they have any intention of staying in the organization, do they put much effort into the job, and do they recommend potential employees of customers to the organization? This and much more are the behavioral factors that impact the engagement of an individual. Lastly, intellectual factors are whether people believe in and support the goals of the organization or their part of the organization.

Without aligning their fit with that of the organization, engagement can never be realized as it is clearly stated by Clifton 2008). According to Shaw (2005), employee engagement falls under two basic approaches: a philosophical approach and pragmatic approach. For the philosophical approach, engagement inclines much on management philosophy to consider when making human resource decisions while the pragmatic approach is a dedicated program where engagement is measured. Rafferty and others (2005) exonerated that high levels of employee engagement have a significant and positive impact at organizational and individual levels.

This, therefore, entails that, it is an important aspect to incorporate in any given organization to assist in the realization of goals and objectives. Most importantly, employee’ s engagement also enhances organizational commitment, customer satisfaction, loyalty, profitability and safety as stated by Harter et al (2002). Employees who are engaged experience greater job satisfaction and greater well being (Alfes et al 2010)


Alberts, D.S., & Hayes, R.E. Understanding command and control. Washington, DC: DoD Command and Control Research Program.2006

Alfes, K., Truss, C., Soane, E. C., Rees, C. & Gatenby, M. (2010) Creating an Engaged Workforce: Findings from the Kingston Employee Engagement Consortium Project. Retrieved 24 May 2010, from DB904F07-8198 87C3876F3371/0/Creating_engaged_workforce.pdf

Baumruk R., and Gorman B. Why managers are crucial to increasing engagement. Melcrum Publishing. 2006

Buckingham M., and Coffman C. First, break all the rules. Pocket Books, London. 2005

Clifton, James K. (2008). Engaging your employees: Six keys to understanding the new workplace. 2002 SHRM

Coffman C. Is Your Company Bleeding Talent? How to become a true “employer of choice”. The Gallup Management Journal. The Gallup Organization, Princeton, NJ 2000

Cohen G., and Higgins N. J. (2007). Employee Engagement: The secret of highly performing organizations. Journal of Applied Human Capital Management, Vol 1. 2007.

Ellis C. M., and Sorensen A.. Assessing Employee Engagement: The Key to Improving Productivity. Perspectives, vol .15, Issue 1 The Segal Group, Inc. 2007

Endres G. M., and Mancheno-Smoak L. The Human resource Craze: Human Performance Improvement and Employee Engagement. Organizational Development Journal, Spring 2008; 26, 1; ABI/ INFORM Global pg 69-78. 2008

Harter ,J.,K, Schmidt, F.L. and Hayes, T.L.Business-unit level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of Applied Psychology. Vol 87. pp268–79. 2002

Melcrum publishing. Employee engagement: How to build a high-performance workforce. An independent Melcrum Research Report Executive Summary. 2005

Rafferty A. M., Maben J., West E., and Robinson D. What makes a good employer? Issue Paper 3 International Council of Nurses Geneva 2005

Shaw, K. (2005), “An engagement strategy process for communicators”, Strategic Communication Management, Vol. 9 No. 3, pp. 26-9.

Terzo, G. Report links engagement to profitability. Workforce Management, p. 19. 2005 Wiscombe, J. Restoring the missing links. Workforce Management.2002 Foundation Thought Leaders Remarks. Society for Human Resource Management

Wiscombe, J. (2002, November). Restoring the missing links. Workforce Management. Retrieved July 3, 2006, from http:// _94638425.

Download full paperFile format: .doc, available for editing
Contact Us