Essays on Employee Engagement and Organisation Change Process Coursework

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The paper "Employee Engagement and Organisation Change Process" is a perfect example of management coursework.   Today, organisations have put efforts into ensuring that they have an idea of how employees behave and think with the intention of getting valuable insights into employees’ engagement. Employee engagement can be defined as an employee’ s disposition to take part in attaining the goals and objectives of an organisation. It is the involvement and enthusiasm for work (Markos and Sridevi, 2010). Engagement does not simply mean working hard or use of vigour when one works (Albrecht, 2010).

It involves putting oneself into the work. Leaders need to be at the forefront to encourage employee engagement by enhancing communication. They need to dismantle all the obstacles to engagement such as structures and processes in order to create a new structure of interaction between the employees (Albrecht, 2010). Research studies have concluded that employees’ engagement results in successful business performance. Engagement impacts factors such as employees’ attitudes as well as absence and productivity level. Without employee engagement, companies may face higher employee turnover, reduced shareholders’ return and poor financial performance (Gemma and Markwick, 2006).

Communication plays a fundamental role in enhancing engagement. Communication creates a culture that supports transparency between leaders and employees. Promoting employee engagement through effective communication will lead to sensemaking and therefore enhanced organisational change (Georgiades, 2015). Communication has an impact on workforce engagement as it facilitates the organizational change process. The study of employee engagement is very relevant. Knowing the factors that contribute to employee engagement can benefit organisations since improving on these factors can lead to enhanced employee engagement. Communication is important in enhancing employee engagement.

The paper is going to concentrate on communication as the fundamental factor that contributes to the workforce engagement. The paper will highlight how people-focussed highlight communication in the organisation and how it leads to higher employee engagement. It also details out how communication assists during the organisational change process and the relationship between communication and employee engagement. Communication is vital to leaders and managers in managing employees. Communication is considered to be one of the most paramount concepts of any organisation. The plans, goals and objectives of a business may be enchanting, but for an organisation to be effective, managers and business leaders need to clearly communicate these to the team members (Towers, 2003).

Lack of communication is considered a barrier in the business world. When communication is precise and vibrant, the decision-making process becomes easier and decisions are more cognizant, rational and effective. Communication has a huge impact on decision-making in different ways including approval, collaboration, teamwork, and authority of the entire decision-making process. For managers to communicate effectively with the team members and to enhance their engagement, they are should focus on the communication styles that suit the needs of the employees.

Effective communication in many companies is a huge challenge. Research suggests that communication is a learnt skill that has not been stressed among leaders (Towers, 2003). Companies, especially large and complex ones confuse communication with information sharing. It is an environment that creates a sense of trust and accountability that makes employees more committed to their work. This environment can only be created by enhancing open communication between the employees and the management. For leaders to communicate effectively with the employees, they must use different communication styles in different occasion and ensure that the communication styles used align well with the needs of the employees (Gruman and Saks, 2011).

There are a number of communication styles used by leaders and manages today such as assertive, aggressive, manipulate, and submissive communication styles. The understanding of the communication styles is very important as it enables managers and organisation leaders to learn how to interact with different people and how to respond to challenging situations. A manager will also be able to choose the communication style to utilize at a specific circumstance (Towers, 2003).

Communication in the organisation may be in the form of sharing information, giving input, sharing plans, sharing ideas, sharing and receiving criticism or praise, etc. Communication is therefore used in every facet of an organisation and without communication, organisations are bound to fail (Towers, 2003). For instance, in an organisation with poor communication in the part of the management, employees feel isolated and frustrated and the environment lacks trust and accountability. The motivation of employees goes down and this leads to poor performance and productivity.


Albrecht, S 2010, Handbook of Employee Engagement Perspectives, Issues, Research and Practice.

Fairlie, P 2011, 'Meaningful Work, Employee Engagement, and Other Key Employee Outcomes: Implications for Human Resource Development', Advances In Developing Human Resources, 13, 4, pp. 508-525.

Gemma, R and Marwick, C 2006, Employee Engagement: A Review of Current Thinking, Institute of Employment Studies, Brighton.

Georgiades, S 2015, Employee engagement and organizational change. In Employee engagement in media management (pp. 9-37), Springer International Publishing.

Gruman, A. and Saks, M 2011, Performance management and employee engagement, Human Resource Management Review, 21(2), pp.123-136.

Hewitt, A 2013, Managing Employee Engagement During Times of Change, Risk, Reinsurance, Human Resource. p. 1-11

Macey, W.H and Schneider, B 2008, The meaning of employee engagement, Industrial and organizational Psychology, 1(1), pp.3-30.

Markos, S and Sridevi, M 2010, Employee Engagement. The Key to Improving Performance. International Journal of Business and Management, 5(12), p.89-96.

PWC 2012, Communicating Change: People-Focussed Communication Drives M&A Integration Success, p. 1-12.

Schlachter, S 2014, Engaged in what? Role theory perspectives for enhancing employee engagement research and practice, Research Gate.

Towers, P 2003, Understanding What Drives Employee Engagement, the 2003 Towers Perrin Talent Report.

William, K 2010, ‘The essence of engagement: lessons from the field’ in Simon Albrecht (ed) 2010, Handbook of Employee Engagement: Perspectives, Issues, Research and Practice, Edward Elgar Publishing

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