 Name – Akash Sayaji Pandilwar

 Class – A1F

 Roll No. – 07

 Subject – Human Resource Management

 Topic – Employee engagement and Motivation

 Class Assessment No. – 01

 Date – 24/01/2024

 Submitted To – Umesh Gramopadhye

I. Introduction

II. Theoretical Framework

III. Factors Influencing Employee Engagement and Motivation

Organizational Culture

IV. Measurement and Assessment

V. Strategies for Improving Employee Engagement and Motivation

Communication

VI. Challenges and Barriers

VII. Case Studies or Examples

VIII. Employee Engagement and Organizational Performance

IX. Conclusion

X. References
 Introduction

What are employee engagement and motivation?

Employee engagement and motivation are two related but distinct concepts that are critical to
creating a positive and productive workplace culture.

Employee motivation
Employee motivation is defined as the inner drive, enthusiasm, and energy that employees
bring to their jobs. It is the driving force that motivates people to take action in order to
achieve their goals and perform well at work.

Extrinsic and intrinsic motivation are both possible. External factors such as pay, bonuses,
promotions, and recognition provide extrinsic motivation.

Intrinsic motivation refers to an individual’s drive and energy that comes from within rather
than from external rewards or incentives. It is the natural desire to engage in an activity for the
sake of engaging in it because it is interesting, enjoyable, or personally satisfying. Internal
factors such as personal values, interests, and passions drive intrinsic motivation.
Employee motivation and productivity increase when there is high employee engagement.
Employee engagement helps intrinsically motivated employees to perform better.

It is critical because it is linked to job performance, productivity, and satisfaction. Motivated

employees are more likely to take the initiative, be proactive, and complete their tasks with
excellence. They are also more likely to be satisfied and fulfilled at work, which can lead to
higher job retention and lower turnover.

Employee engagement
Employee engagement is an approach that results in giving an appropriate condition to all the
employees in a workplace. It is more of a fundamental concept to understand the qualitative
and quantitative relationship between employees and their workplace.

Engagement is important because it has a direct effect on employee performance,

productivity, and retention. Engaged employees are more likely to do a good job, be
productive, and stay with their company for longer. They are also more likely to be supporters
of their group and tell others about it.

Unfortunately, there is no exact science of employee engagement or motivation.

Ultimately, the right combination of staff engagement and motivation is the recipe for success
because it certainly is an art like cooking.
 Theoretical Framework

What are the employee engagement theories and models?

There are numerous employee engagement theories and models and hundreds of successfully
proven initiatives. The nuances of a business will determine which model is most suitable. For
example, a large manufacturing business may require a different model and employee
engagement strategy than say a small FinTech start-up.

Ultimately though, the fundamentals of employee engagement are the same and revolve
around these pillars:

The capacity to engage – training, learning, growth, development, collaboration with

colleagues and support from management
A reason to engage – autonomy, respect, recognition, appreciation
Freedom to engage – job satisfaction, freedom to be creative and innovate, pride
Alignment – between the individual and the organisation (this means employees understand
and align with the vision and mission of the company)
Maslow, Kahn, and AON-Hewitt are among the most common employee engagement
frameworks. Let’s take a closer look at each of them.

Maslow’s model
Most people in business will have heard of Maslow’s hierarchy of needs. It’s as inevitable as
the tea break on most business courses and has had a profound influence on the management
of employees.

So just to recap. Abraham Maslow introduced his hierarchy of needs in a 1943 paper called
“A Theory of Human Motivation.” Maslow’s motivational theory in psychology comprises a
five-tier model of human needs.

The theory posits that motivation is the result of attempting to fulfil these five basic needs,
which are: physical, safety, social, esteem, and self-actualisation (fulfilment). The more these
needs are fulfilled, the more motivated an employee becomes.

The theory determines that without satisfying these needs, a person can’t be fully engaged or
happy in their role. On a basic level, employees need job security and a living wage, and they
need to be and feel safe in their jobs. Employees also need to feel a sense of camaraderie – to
feel a part of something (a sense of belonging), and to feel appreciated. Employees also need
to grow, to progress, to be creative and to be able to run with ideas.

None of the needs are more important than others below them in the hierarchy. Employees
must be satisfied on all levels to be motivated to perform at their best.
The Kahn Model
Organisational psychologist, William Kahn, was one of the first researchers to identify the
concept of employee engagement. In his work he identified three principle dimensions of
employee engagement – physical, cognitive and emotional.
Kahn’s Psychological Conditions of Personal Engagement and Disengagement at Work
looked at two sets of workers – summer camp counsellors and members of an architecture
firm. The study explored the conditions at work in which people engage or disengage.

Kahn found that there were three psychological conditions that enable engagement:

Meaningfulness: Does an employee find their work meaningful?

Safety: Does the employee feel safe to express opinions at work without the risk of negative
consequences?
Availability: Does the employee feel mentally and physically able to harness their full self at
this moment?
Kahn challenged the existing ideas in business at that time that engagement stemmed from
what an employee thought about their work. He argued that engagement came from feelings
not thoughts. Kahn said of his theory – “The engagement concept was developed based on the
premise that individuals can make real choices about how much of their real, personal selves
they would reveal and express in their work.”

Kahn illustrated the cost of disengagement – employees doing just enough to remain
employed but offering none of their cognitive or emotional energy to the job. According to
Khan’s theory, more effort is only given by employees when they feel safe to be their real
selves in their job.

The AON-Hewitt model

The AON-Hewitt model of engagement considers a combination of factors required for
optimal performance and productivity. These include rational thought, emotions, intentions,
and behaviours The model revolves around six employee engagement drivers (the areas in
which employers have most control) and three outcomes.

Employee Engagement Models and Theories Drivers are:

Basics – pay, benefits, job security, work environment, work-life balance

Work – tasks, accomplishments, empowerment, autonomy, collaboration
Company practices – diversity and inclusion, communication, talent, staffing, enabling
infrastructure
Brand – reputation, corporate social responsibility, employee value proposition
Leadership – accessibility, direction
Performance – career opportunities, learning and development, performance management,
people management, rewards and recognition
Engagement outcomes, which are dependent on the success of the drivers, are:
Say – will say great things about the organisation to colleagues, potential employees, and
customers
Stay – have a sense of belonging and wouldn’t easily leave the organisation
Strive – motivated to exert effort and succeed at work
The Factors of Engagement
While compensation will always play a pivotal role in employee engagement, it is certainly
not the only factor, or even the most important factor, that motivates workers.

We’re going to focus here on the other, less tangible benefits employees seek that give their
day-to-day activities meaning and help them connect the dots between the work they do and
the success of the organization.

Strong Leadership
Leadership is the cornerstone of engagement because of the central role leaders play in
shaping organizational culture, which, in turn, shapes employee experience.

According to Business Leadership Today contributor Laurie Sudbrink, “Leaders affect

employee engagement the most. A leader’s ability to authentically build relationships with
team members, their level of self-awareness, their sense of accountability, as well as their
health and well-being, can all have a significant impact on employee engagement.”

A 25-year study by Gallup revealed that the duration of an employee’s tenure is primarily
determined by the relationship they have with their direct manager. About 50-70% of an
employee’s perception of their work environment is linked to the actions and behaviors of
management.

We know disengaged employees can negatively impact the overall success of an organization
and adversely affect the engagement of other employees, but disengaged leaders can also do
much harm to an organization’s culture and overall success.

To see a real boost in employee engagement, leaders should also be engaged in leading their
teams and authentically demonstrating their dedication to the organization’s core values
through real, impactful actions and behaviors.

Caring Organizational Culture

Culture, like leadership, plays a prominent role in driving employee engagement. This is why
having a caring culture is one of the best ways to maintain high levels of employee
engagement.

Demonstrating care for employees and helping them feel that the work they are doing is
essential for the success of the organization will create a positive employee experience that
boosts engagement.
Businesses with strong, positive cultures have highly engaged and loyal employees who
deliver excellent work and take superior care of customers. Organizations with a
dysfunctional culture often drive away employees and customers.

Making employees feel valued is key to keeping them engaged. When employees don’t feel
valued by upper management, they will not be as loyal to an organization that views them as
expendable and easy to replace, and they will leave.
A caring organizational culture that values people over profits will provide employees with
the flexibility they need to thrive and a work-life balance that is good for their overall well-
being.
Meaningful Work
Meaningful work is essential for employee engagement because it gives employees a sense of
purpose, and they will feel passionate about the work they do and perform their jobs with
greater enthusiasm.

When employees feel a shared sense of purpose with their co-workers and a strong
commitment to an organization’s mission, vision, and values, it doesn’t just improve
engagement. It improves morale, performance, trust, and overall job satisfaction.

It’s also a major driver of retention, and it plays an increasingly important role in recruitment
efforts.

According to a recent study, almost 70% of employees say they would not work for an
organization without a strong purpose, 60% would take a pay cut to work at a purpose-driven
company, and 90% of employees who work at organizations with a strong sense of purpose
say they’re more inspired, motivated, and loyal.

Having a sense of purpose and finding meaning in their work can help employees look beyond
their daily job duties and see how their work impacts the organization, their co-workers, and
the community they serve.

Leaders who recognize the contributions of employees and show them the ways in which their
work is helping the organization realize its vision contribute to and encourage their
employees’ sense of purpose. This helps to build strong, trusting relationships between
employees and leadership.

Regular Feedback and Recognition

Good communication between employees and management is an essential component of
engagement, and establishing a system of feedback in your organization is a good way to hone
those communication skills.

One of the ways feedback boosts engagement is that it builds trust between leadership and
employees, creating a safe, trust-based environment where employees feel that their opinions
are valued and help drive decision-making.

In organizations that emphasize feedback as an important part of their culture, employees

receive regular, helpful feedback from direct supervisors and are empowered and encouraged
to provide meaningful feedback to co-workers and leadership. This helps both employees and
management know when to course correct or where improvements can be made.

This feedback loop lays the groundwork for a sustainable high-performance environment
where employees have an improvement mindset and think about creative and innovative ways
to help the company succeed.

Recognition should always be part of the feedback leaders provide to employees. Recognition
is such a powerful tool for building engagement because it meets a core human need for both
the employee and the manager.
For recognition to be most effective, it should be given often, and it should be specific so
employees know the work they do in their individual roles is seen and appreciated.
Recognizing employees for their accomplishments shows them not only that leadership is
paying attention, but that they also value the work employees do.

Professional Growth Opportunities

Research compiled by LinkedIn has shown that employees who spend time learning on the
job are 47% less likely to be stressed, 39% more likely to feel productive and successful, 23%
more able to take on additional responsibilities, and 21% more likely to feel confident and
happy.

The perfect recipe for engagement!

These statistics indicate that employees are much more likely to be engaged in jobs with
organizations that make learning and professional development part of their culture. Fostering
personal growth opportunities helps employees achieve their personal goals and leads to
greater satisfaction, dedication, and engagement.

Employees need to feel that they are growing professionally and developing their skills and
intellectual capabilities for engagement. Creating an atmosphere that champions learning and
development helps employees grow and develop new knowledge and skills that will help them
engage and excel in their jobs.

The Autonomy to Work Independently

Employees crave autonomy. In his book Drive, Daniel Pink lists autonomy—the desire to
direct our own lives—as one of the three most important motivators, along with mastery and
purpose, for employees.

Autonomy has been identified as a major factor in the job-seeking habits of workers, with
42% of millennials indicating they would opt for a job that allows them to work independently
on projects of their choice. It has become increasingly important for workers in remote and
hybrid work environments.

Think about it as the opposite of micromanagement. When leaders trust employees enough to
give them the tools they need to work with autonomy and trust them to do their work well, it
actually motivates them to perform well.

One of the best aspects of autonomy is the trust-building potential it brings to an employee’s
experience. It not only demonstrates management’s trust and belief in employees, but it also
helps to build employees’ trust in management. This sort of reciprocity fuels engagement.
Inclusive Work Environment
Inclusive work environments that foster honesty and transparency are becoming increasingly
critical factors for engagement.

In the past, people have struggled to split their time between the professional/at-work version
of themselves and the personal/not-at-work version of themselves. Times have changed.

While workers are more focused than ever before on achieving a good work-life balance and
definitely seek a strong line of demarcation between work time and non-work time, they also
want to feel comfortable bringing their authentic selves to work.

This doesn’t mean they want to be less professional. But workers, especially those who have
recently joined the workforce, are looking for opportunities with companies that value their
diversity, unique qualities, and the different backgrounds, experiences, and perspectives they
can bring to a team.
 Measurement and Assessment

5 Best ways to measure employee engagement for engaged employees

Employee surveys
Conducting regular employee surveys is a popular and effective method to measure employee
engagement. Surveys provide a quantitative and qualitative assessment of employees'
attitudes, satisfaction levels, and perceptions towards their work, the organization, and their
overall engagement.

Pulse surveys
Pulse surveys are short and frequent surveys that capture real-time insights on specific aspects
of employee engagement. These surveys can be administered on a regular basis, allowing
organizations to identify trends, track progress, and address any emerging issues promptly.

Social network analysis

Social network analysis examines the relationships, connections, and interactions among
employees within an organization. By mapping social networks, communication patterns, and
collaboration dynamics, organizations can gain insights into the strength of relationships and
identify influential individuals who can drive engagement across the workforce.

Performance metrics
Monitoring performance metrics and key performance indicators (KPIs) can indirectly
measure employee engagement. By assessing productivity levels, quality of work, meeting
deadlines, and other performance indicators, organizations can gauge the impact of their
engagement initiatives on overall performance and identify areas for improvement.

Exit interviews
While not traditionally seen as a measurement tool, exit interviews provide valuable insights
into employee engagement.

Conducting interviews with departing employees allows organizations to understand their

reasons for leaving, identify engagement-related issues, and make necessary changes to
improve retention and overall engagement levels.

In addition to these, there are other employee engagement metrics too. For example, another
valuable metric to consider when measuring employee engagement is the Employee Net
Promoter Score (eNPS).

Employee net promoter score is derived from the popular Net Promoter Score used in
customer satisfaction surveys. It measures employees' likelihood to recommend their
organization as a great place to work.

By asking a simple question such as 'On a scale of 0-10, how likely are you to recommend this
organization as a place to work?', organizations can gauge the overall satisfaction and
advocacy levels of their workforce.

Calculating eNPS provides a quantitative measure that complements the qualitative insights
obtained from other measurement methods.

Best strategies to consider to measure employee engagement

Establish clear objectives
Clearly define the purpose and objectives of measuring employee engagement. Determine
what specific aspects of employee engagement benchmarks that you want to assess and what
outcomes you aim to achieve through the measurement process.

Utilize a multi-method approach

Combine quantitative and qualitative methods to gain a holistic understanding of employee
engagement. Use surveys, interviews, focus groups, and other data collection techniques to
gather diverse perspectives and capture both numerical data and narrative insights. You'll
want to choose employee engagement metrics based on the types of data available to you.

Ensure confidentiality and anonymity

Create a safe and confidential environment for employees to provide honest feedback. Assure
employees that their responses will be kept anonymous and that their participation in the
measurement process will not have any negative consequences.

Regular and timely data collection

Implement a regular cadence for data collection to track changes in engagement over time.
Consider conducting surveys or other measurement activities annually, semi-annually, or
quarterly to maintain a pulse on engagement levels and identify trends.

Communicate results and take action

Share the findings of the measurement process with employees and other relevant
stakeholders. Transparently communicate the results and demonstrate a commitment to taking
action based on the feedback received. Involve employees in the action planning process and
provide regular updates on progress and initiatives taken to improve engagement.

Benchmarking and comparison

Compare your organization's engagement data with industry benchmarks or previous internal
measurements. This allows you to gain insights into how your organization is performing
relative to others and identify areas where improvement is needed.

Continuous improvement
Employee engagement is an ongoing process, so continuously assess and refine your
measurement strategies. Solicit feedback from employees on the measurement and measure
engagement process itself and make adjustments as needed to ensure its effectiveness.

By implementing these strategies, organizations can gather accurate and meaningful data on
employee engagement, leading to actionable insights and the development of targeted
initiatives to enhance engagement levels and foster a positive and productive work
environment.
 Challenges and barriers

Work engagement
Work engagement explores the relationship of the individual employee to his or her own role -
are they motivated, do they see their work as adding value, do they consider themselves to be
an essential element of the overall working hierarchy, and so on. If an individual does not
assign a value to the role they are performing on a daily basis, the chances are high that they
are not feeling engaged at work.

Employers can take a number of steps to manage work engagement, such as offering
flexibility in working hours, ensuring a transparent, accessible reward system, and creating a
culture of inclusivity, where every role’s value is acknowledged recognised. Here again,
however, we hit a barrier when it comes to remote and homeworkers. The chances are that
their remote position offers them the flexibility they need, and they may find themselves cut
off from internal rewards, such as office treats or verbal praise delivered to the whole
organisation.

2. Organisational engagement
On the other hand, organisational engagement focuses on “the emotional commitment the
employee has to the organisation and its goals.” Essentially, this ensures that every member of
the company, from the office cleaner to the CEO, is singing from the same hymn sheet.
Everyone needs to be equally committed to the broader goals, values and ethos of the
organisation. They need to see it as something larger than their individual selves.

Implementing employee engagement initiatives to increase and emphasise the importance of

internal communication is often popular, along with a focus on employee advocacy and
employee voice. While these are important, they do not always consider the additional
challenges faced by remote and home workers; there are specific barriers that need to be
recognised and addressed if you are seeking to increase employee engagement across every
area of your business.

Five barriers to employee engagement

So what are the employee engagement challenges faced by businesses in today’s uncertain
world? We take a look at the five barriers that might be preventing your employees from
being actively engaged in their roles, both on a work and organisational level.

Barrier #1 Lack of Information

When employees are working away from the main hub of central office, there is a danger that
they can fall out of the loop on communications. This information deficit has a direct impact
on employee engagement and motivation. It’s not just news and updates they’ll be missing out
on either. Many businesses will try to boost engagement by curating a company ethos or
culture and ensuring that this is embedded in communications, training, branding, and
marketing.

This is an essential element of organisational engagement, but you need to make sure that any
employee engagement ideas also work for those who spend most of their time off-site. It is
easy for these workers to feel isolated and out of the loop, and regular, relevant
communication is essential in negating this. Research from Trade Press Services reveals that
85% of employees say they’re most motivated when management offers regular updates on
company news and insights.

Scheduling regular updates are the key to overcoming employee engagement problems.
According to research by Harvard Business Review, when it comes to the pandemic, more
than 90% of employees said they wanted at least weekly communication from their company;
29% said they prefer daily communication. An employee engagement app will set you on the
right path to regular, scheduled messaging. In-built modules make it easy to plan and deliver a
wide range of communications, ensuring no one falls out of the loop.

Barrier #2 Lack of Alignment

One of the major issues in building and retaining employee engagement with remote workers
comes from the inevitable isolation that their job involves. When you are looking at creating a
sense of belonging, it is all too easy for business leaders to focus primarily on what is right in
front of them; the employees and workers they see every day.

Missing out on work culture is a genuine concern. Employees need to understand how and
why their efforts are relevant to the organisation as a whole. An alignment with company
goals is one of the critical drivers of employee engagement. Without it, there is a particular
risk for remote workers that they feel they are working in isolation rather than being part of a
bigger drive for success.

Your goal should be to create a community that exists outside of the office walls. Make sure
everyone has a chance to get their thoughts and ideas heard. Aim to build a team spirit that
isn’t dependent on daily physical interaction. Employee engagement software will help you to
launch this community concept. It offers a platform for employees to meet socially, share their
ideas, and exchange information. It won’t matter whether they’re working from home or
based in the office – everyone has a chance to be heard.

Barrier #3 Lack of Recognition

Feeling underappreciated is one of the key employee engagement issues you need to consider
with a remote employee base. You need to ensure that your reward system is a good fit for all
workers. An early Friday finish and company drinks will be hugely appealing to your in-house
team but can leave remote workers feeling left out and isolated. This can affect employee
engagement and retention in a big way. Work hard to ensure that any reward system offers
visible, tangible benefits for every member of the team, no matter where they are.

In addition to a transparent reward system, it is also important to make regular recognition an

everyday part of your working culture. With in-house workers, this can be easily achieved
with verbal praise, perhaps a comment in the hallway, a daily briefing to the workers, or
acknowledgement of a job well done at the time.

With remote workers, however, a little more effort needs to be applied. Written recognition
can be helpful here, perhaps a weekly email rounding up staff achievements or a formal
program such as ‘Employee of the Month.’ This means that those off-site are still a part of the
team, and their achievements and accomplishments are actively acknowledged and
recognised.
Barrier #4 Lack of Balance
A poor work-life balance is a precursor to poor engagement levels. While it has always been a
challenge to ensure employees manage their working life in a healthy manner, it is even more
of an issue for remote workers. If you can help your home workers navigate these employee
engagement conceptual issues, you’ll be going a long way towards increasing motivation and
productivity levels.

Remote working is not proving conducive to a healthy work-life balance. According to

Buffer, 22% of remote employees say that they struggle to unplug after work. And research
from Forbes suggests that a full week of virtual meetings leaves 38% of employees feeling
exhausted while 30% felt stressed.

Consider allowing more flexibility in terms of where and when the work is completed.
Allowing for some personal freedom is one of the essential employee engagement best
practices. You could offer the option of compressed hours, a flexible schedule or some
breathing space in clocking on and off for the day. It’s a great way to build trust and show you
care.

Barrier #5 Lack of Direction

The impact of leadership on employee engagement is well documented, and this is a situation
where you really need to lead from the front. It’s becoming clear that strong, effective
leadership is even more crucial for remote workers. A report from Perceptyx suggests that
only 42% of employees strongly agree that leadership is effectively leading their organisation
through the crisis. This means the majority don’t feel that they have a capable leader at the
helm. This lack of confidence will act as a significant barrier to employee engagement.

Your interaction and communication with remote workers will set the bar for the rest of your
employees, and so you need to model active collaboration across the company. This may
include making the most of technology such as Zoom or Teams to allow real-life
collaboration in meetings and allow employers to work on projects together regardless of
where they are working.

In addition to offering plenty of chances for staff to make their voices heard, the leadership
team must be able to communicate effectively with staff using a recognised, central system,
such as an employee app. Effective two-way communication is essential if you want your
employees to remain engaged and alert. Remember, silence can be interpreted in several ways
- not all of them good. So make sure that every employee’s voice is heard, acknowledged and
recognised, no matter where in the world they are
 Case Studies or Examples

Google: The perks of employee engagement

Google, the tech giant that needs no introduction, has long been a frontrunner in fostering
employee engagement through innovative practices and a supportive work environment. One
standout policy that has garnered worldwide attention is Google’s “20% time” initiative. This
practice allows employees to dedicate a fifth of their work hours to personal projects of their
choice. The result? A remarkable surge in both engagement and innovation.

The 20% time policy has birthed some of Google’s most successful products, including Gmail
and Google News. By granting employees autonomy and the freedom to explore their
passions, Google has tapped into a wellspring of creativity that not only benefits the
employees themselves but also fuels the company’s growth and product development. This
initiative sends a clear message to employees: their ideas and aspirations matter, fostering a
sense of ownership and engagement in their work.

Beyond this, Google invests significantly in creating an environment that nurtures employee
well-being and a profound sense of belonging. The company offers a range of enticing perks,
such as free meals, on-site healthcare, and relaxation spaces. These benefits go a long way in
reducing stress and enhancing the quality of work-life for employees.

This emphasis on well-being is not only a generous gesture but also a strategic move. Google
recognizes that a content and healthy workforce is a more engaged and productive one.
Employees who feel cared for are more likely to stay with the company, reducing turnover
rates and retaining valuable talent.

Google’s commitment to employee engagement through the 20% time policy and an enriching
work environment has consistently yielded high levels of engagement and retention. By
placing trust in their employees’ abilities and well-being, Google has not only set a
benchmark for the tech industry but has also demonstrated how investing in employees pays
off in the long run.

Microsoft: A data-driven approach

In the tech world, Microsoft is a behemoth, and its innovative approach to employee
engagement is nothing short of remarkable. The company has wholeheartedly embraced a
data-driven approach through its “One Microsoft” program, and the results are a testament to
the power of listening to employees.

Central to Microsoft’s strategy is the regular collection of feedback from its employees. This
feedback isn’t just for show; it serves as a valuable resource for making strategic
improvements. By actively seeking input from the workforce, Microsoft sends a clear
message that employee opinions matter and that the company values their insights and
concerns.

One of the most compelling outcomes of this data-driven approach is the transformation of
Microsoft’s performance review process. Historically, performance reviews at many
companies were dreaded events, often focused on rankings and ratings. However, by heeding
the feedback received from employees, Microsoft decided to shift its approach. The company
recognized that a performance review process centered on employee development and growth,
rather than competition, was more conducive to employee engagement.

The revamped system at Microsoft fosters collaboration and skill development. Employees no
longer feel the stress of being pitted against each other, but rather, they are encouraged to
work together and support one another’s professional growth. This shift has led to a more
positive work environment where employees are motivated to excel, knowing that their
contributions are recognized and that they have opportunities for personal and career
development.

Microsoft’s data-driven approach demonstrates a key principle of employee engagement: the

importance of actively listening to your workforce and acting upon their feedback. By
showing that employee opinions drive meaningful change, Microsoft has created an
atmosphere of trust and collaboration that enhances engagement and, ultimately, benefits both
the company and its employees. It’s a compelling case study in how a corporate giant can
transform its culture through a commitment to data-driven, employee-focused improvements.
 Conclusion

In conclusion, employee engagement is essential for organizations to be successful. There are

several ways in which organizations can engage employees through creating jobs that provide
autonomy and variety. Moreover, it is important that organizations implement strategies such
as effective leadership programs so that managers are able to create interventions that engage
their subordinates.
Employee engagement is attracting a great deal of interest from employers across numerous
sectors. In some respects it is a very old aspiration – the desire by employers to find ways to
increase employee motivation and to win more commitment to the job and the organisation. In
some ways it is ‘new’ in that the context within which engagement is being sought is
different. One aspect of this difference is the greater penalty to be paid if workers are less
engaged than the employees of competitors, given the state of international competition and
the raising of the bar on efficiency standards. A second aspect is that the whole nature of the
meaning of work and the ground rules for employment relations have shifted and there is an
open space concerning the character of the relationship to work and to organisation which
employers sense can be filled with more sophisticated approaches.

But there is reason to worry about the lack of rigor that has, to date, often characterised much
work in employee engagement. If we continue to refer to ‘engagement’ without understanding
the potential negative consequences, the core requirements of success, and the processes
through which it must be implemented, and if we cannot agree even to a clear definition of
what people are supposed to be engaged in doing differently at work (the engaged ‘in what’
question), then engagement may just be one more ‘HR thing’ that is only here for a short time.
On a positive note, there is now a wider array of measurement techniques with which to assess
trends in engagement and an associated array of approaches to effect some change. Thus,
aspiration can more feasibly be translated into action.
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measure-employee-engagement-for-engaged-employees
https://www.talkfreely.com/blog/barriers-to-employee-engagement
https://www.open.edu/openlearn/money-business/employee-engagement/content-section-4