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Are your employees engaged or do you need a high performance work system? Companies with disengaged workforces suffer from problems that do not seem to get better, including excessive employee turnover, lower productivity and profits. When employees are engaged, however, the results can be much different. One Gallup study reported that firms with top engagement scores had 18% higher productivity and 16% profitability. According to a study by the Corporate Executive Board, engaged employees outperform average employees by 20% and are 87% less likely to leave their organizations than highly disengaged employees. Because there simply is not enough margin for error when it comes to performance in today’s highly competitive environment, in a small business, engagement can have an even bigger impact. 1. As a small business owner, how do you know if your employees are engaged or not? 2. How does engagement/disengagement affect achieving the strategic goals of the company? 3. What ethical concerns occur when employees are disengaged? 4. How can you increase the engagement of employees other than by asking them to work harder than they already are? 5. Make recommendations to engage your workforce taking into consideration diversity, age, race and gender. 6. How can you measure the impact on the business?

A small business owner can recognize if the employees are engaged by observing how they talk about their job. According to Kompaso and Sridevi (2010), engaged employees let others know how they value the business either online or offline. Additionally, I would like to know if employees are engaged by looking at their personal and professional development through their willingness to learn new things.

Employee engagement affects the strategic plans of a company through use employees’ motivation and excitement to learn. As a result, there is better performance and subsequent achievement of long-term strategic goals (Shuck & Wollard, 2010). However, demotivated and confusion translates to negative energy and poor performance resulting in failure achievement of the strategic goals of a company.

Employee disengagement indulges them in unethical workplace activities like regular unreasonable absenteeism, unhealthy acts like smoking in the working place, and violation of the company’s culture due to the lack of unified positive vibes. However, engagement can be improved by putting everyone in the right role such that talents are aligned with the company’s objectives. Additionally, training improves employees’ confidence in their duty. 

Nevertheless, the creation of a workplace where different ideas from different people in terms of age, race, and gender are valued and embraced is recommended to engage the employee in the workforce. Shuck and Wollard (2010) noted that people from all sorts of backgrounds are able to openly reveal their perceptions of improving engagement when the organizational environment is friendly. Besides, there should be a culture that treats everybody in the organization equally regardless of factors like age, diversity, and gender.

The impact of employee engagement on the business can be measured using one-on-one meetings with employees. According to Maceyetal (2011), the meetings are on a regular basis whereby the manager initiates an informal chat with the employee about problems faced in the organizations. Additionally, engagement can be measured using pulse surveys whereby the employees are asked a few questions on how they feel about the company.


Kompaso, S. M., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International journal of business and management, 5(12), 89.

Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2011). Employee engagement: Tools for analysis, practice, and competitive advantage (Vol. 31). John Wiley & Sons.

Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human resource development review, 9(1), 89-110.

by EssayRoyal, Dec. 7, 2019, 7 p.m.

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