3500+ words research essay on organisational engagement. 12 relevant academic sources from public relations or communication journals

Running Head: ORGANISATIONAL ENGAGEMENT                    
ORGANISATIONAL ENGAGEMENT                          4
ORGANISATIONAL ENGAGEMENT
Table of Contents
Introduction    3
The Meaning of Engagement and Why it Matters    3
Enhancing Engagement    4
Outcome of Job Engagement    8
Outcome of Organizational Engagement    9
The Measurement of Engagement    11
Practical Actions    13
Conclusion    14
References    15
Introduction
    The term organizational engagement has been accepted in Human Resource Management as an important factor that motivates and results in beneficial effects to the organization. A lot of research has been devoted to increasing the levels of engagement. This essay focuses on the importance of engagement, the benefits to employees and organizations. The drivers of job engagement and organizational engagement overlap each other many times. Hence, the engagement has been studied as a whole or a package that can result in positive outcomes. The characteristics of the job are taken into focus and the characteristics of the social nature of the engagement, are also analysed. The reasons engagement matter, the meaning of engagement, the ways in which it works, and the outcome of the engagement, with the job as well as the results of engagement with the organization, are considered. The measurement of the outcome of engagement is also an important consideration in research. A special mention is made on the effect on flexible work timings on engagement.
The Meaning of Engagement and Why it Matters
    Engagement can be described by the degree to which an employee remains connected and committed to their work, colleagues and the organization. The work engagement refers to a positive, motivated, effective employee who focuses better on his work. It is highly recommended that organizations increase the level of engagement of their employees because such employees have high task performance and creativity and display organizational citizenship behaviour. One of the important reasons for the focus on work engagement is because engaged workers better performance and are more likely to innovate, help employees in the team. Therefore, the whole team performs better. This has a ripple effect on the other teams and leads to a better overall performance. The engaged employee has better connect with the team and the organisation (Bakker & Albrecht, 2018).
    Different types or levels of engagement operate in distinct ways. For example, a person can be highly engaged in the organization but have lower levels of engagement with the job. The meaning of engagement is different according to the role that the individual engages with in his workplace. The prominent role is the role of the job role and the role of a member of an organization (Edwards, 2018).Efforts to increase the engagement at the level of the job may or may not lead to enhancing organisational engagement. In case the driving factors are common then both the job and the organisational engagement increases.
Enhancing Engagement
    There are various methods of enhancing engagement. One of the methods is to improve internal communication. There are associations between internal communication and organizational engagement. Employee satisfaction is achieved if the employee perceives that his voice is being heard. If the employee feels that, the senior managers are receptive towards the employee then the level of both job engagement and organizational engagement increase, if there is a significant and positive correlation between employee vice and employee organizational engagement. The senior management should thus attempt to build the voice of the employee in their internal communication (Ruck, et al., 2017).
    The type of leadership has a direct bearing on engagement. Leadership favouring engagement is distributive, hared, collective and adaptive leadership. This style of leadership can potentially compliment the benefits of transformational leadership. The team-based work can thus be enhanced. This type of leadership is more inclusive and adaptive. It increases engagement at all levels (Bakker & Albrecht, 2018).
    The leadership style has also been studied and modelled for the retail industry in Vietnam. The collective engagement is enhanced in the retail industry. The focus on engagement is a common phenomenon throughout different sectors in various countries (Nguyen & Zainal, 2017).
    The employers should also focus on factors that increase the job satisfaction and relevance of developing a challenging work environment. The employees thus increase the passion for the work that they are doing. Commitment to their performance increases the engagement. Therefore, the job engagement increases. The organizational engagement also increases, but may not translate by direct proportion. Nevertheless, as a whole, his engagement with the organization is enhanced. The employee’s high achievement individual with a strong commitment to the work is valuable to the organization. There is a positive correlation between positive performance and effective commitment (Cesario & Chambel, 2017).
    The social exchange theory (SET) theory says that there is a social exchange between an individual employee and the exchange partner such as the line manager, which leads to a trusting and interdependent relation over time. This relationship increases employee engagement over time. The line managers have an important role to play in engagement (Edwards, 2018). The human resources can focus on the training aspect of people management so that the line managers can understand and play their part in employee engagement more effectively and efficiently.
    The recent studies have indicated that a top down approach combined with a bottom down approach increase engagement. The factors that increase the engagement such as design of the job, psychological and motivational factors, socialization, training and development have increased engagement. The bottom up approach involves job constructing. Nurses, teachers, general practitioners, tax officers and other such people make the number of tasks, relationships at work, and cognitive changes in the job perception changes quite often. They are thus able to increase the job challenges and demand to fit better between themselves and the organization. Once both these top-down and bottom-up approach are adopted together in the company’s strategy to increase engagement, the organizational and job level engagement increases. The independence increases the engagement (Bakker & Albrecht, 2018).
    Perceived ethical leadership is another driver of engagement. The employee perceptions of internal corporate social responsibility can become a device to improve engagement. Hence, organizations should invest in fostering ethical leaders. They should also invest in ethical training. The culture should focus on establishing behaviour congruent to the managers training and improve the employee perception. Internal and external CSR (Corporate Social Responsibility) should be communicated to the employee. Regular communication of the internal and external CSR fosters a perceived ethical social and psychological value to the employee (Mohammed Sayed Mostafa & Shen, 2019).
    Career development of employees also increases engagement. The employees have many opportunities to learn skills acquire knowledge; provide personal development opportunities highly engaged employees are beneficial to companies. Organizational support and incentives can help in reducing attrition of employees. There are variations because different employees lay emphasis on different things, which affect engagement. Gender diversity, job characteristics and ethnic diversity can play a role in engagement. However, career development has a positive impact on engagement. The focus skill development and training of the employees increase the engagement, although it may be initiated without keeping the focus on engagement. That...