Question 2: Increasing levels of employee engagement is a key responsibility of leadership at every level, and of critical importance to sustaining high performance in organisations by releasing intellectual, social, and emotional capital for the benefit of all stakeholders.’…
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ee engagement refers to increasing the motivation, and enthusiasm of employees, so that they are absorbed in their work, they make meaningful contributions to improve the work processes, and take they take positive action to increase the work level quality (Menguc, 2013, p. 2164). Organisations with higher levels of employee engagement experience high employee involvement in the work processes (Truss, 2013, p. 2659). Consequently, such organisations outperform other similar firms, where employees work to the rule (Mone, 2014, p. 43). This paper examines the role of leadership in increasing the level of employee engagement, the methods, and drivers to increase the engagement and examines important predictors, intellectual, social, and emotional capital, which helps to achieve higher employee engagement.
While employee engagement, and a motivated workforce, that takes on extra responsibilities, while volunteering for extra work is desirable, the main task for the leadership is to obtain and channelize the employee interest and motivation, so that the organisation objectives are met (Saks & Gruman, 2013, p. 158). The second task of directing and focussing employee motivation to meet organisation objectives is facilitated by using structured work allocation, problem identification, brainstorming, group discussions, suggestion box, discussion forums, and by using work collaboration software (Shantz, 2013, p. 2613). However, the first task of motivating the staff, and increasing employee engagement is more challenging (Guest, 2013, p. 223), and, this topic remains the focus of this paper. This section critically reviews the literature on the subject of leadership responsibility and increasing employee engagement.
In the discussion of employee engagement, three contexts become important, and these are intellectual, social, and emotional capital (Mone, 2014, p. 161). Intellectual capital refers to the intellectual property of an organisation, and it has two components
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