Answers to the question in the form of an encyclopaedia entry and should relate to academic concepts, theories and professional practice of ADNOC or other familiar organization and all reference sources should be acknowledged correctly and a bibliography to be provided. Question 1: Understanding the concepts and key elements of employee engagement and its link with business outcomes. a) Define what employee engagement is and analyse the principle dimensions and components of it. (Provide a brief definition of employee engagement and include the principal dimensions – intellectual, affective, social). b) Explain how it differs, if at all, from other related concepts like organisational commitment, employer involvement and job satisfaction, so it gives clarity. (Illustrate explanation with examples from your organization). c) Justify the need for alignment between engagement practices and other corporate components if the full benefits of high engagement are to be realised. (Briefly explain the need for aligning employee engagement with components e.g. organisation’s purpose, values and mission and Business Strategy
– Refer to ADNOC vision, mission, values, strategy below). – ADNOC’s Vision states: “ADNOC strives to be the energy that powers the nation and drives its engines of prosperity by unlocking the full potential of our natural and human resources.” – ADNOC’s Mission states: “We are a performance-driven organization that champions innovation, invests in people and maximizes the value of our resources to meet the energy needs of today and tomorrow.” https://www.adnoc.ae/en/news-and-media/press-releases/2016/adnoc-launches-new-brand-aligned-with-strategic-focus-of-efficiency – ADNOC Values https://www.adnoc.ae/en/about-us/what-we-represent – ADNOC Strategy: Refer to attachment: ADNOC EVOLVED – ADNOC Strategy Question 2: Importance of employee engagement as a contributor to positive corporate outcomes. a) Identify the principle drivers of employee engagement and evaluate the benefits of having an engaged workforce for managers, employees, customer and organisations. (Provide a list of the principal drivers e.g. opinions on management, employee voice, meaningfulness of work, employee well-being etc. and offer a brief analysis of the business benefits for key stakeholders – customers, employees, managers). b) Outline what steps an organisation can take to create a culture of employee engagement through measures such as job design, discretionary behaviour, role autonomy, etc.? Question 3: Knowing how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context. a) Identify and evaluate the types of diagnostic tools you could use to measure employee attitudes and the level of employee engagement you have in the organisation. (Briefly evaluate different diagnostic tools e.g. employee attitude or climate surveys, focus groups, metrics e.g. employee turnover, absenteeism rates). a) Propose relevant strategies to raise the levels of engagement by considering your “employee value proposition” and construct a plan. This would include relevant people resourcing, development, performance and communication strategies. – Give an example of an employee value proposition (or brand promise). This may be ADNOC or from another organisation. List the hallmarks of a ‘good’ employee value proposition e.g. unique, relevant and compelling. – Give examples of relevant HR strategies to raise levels of employee engagement e.g. sounding boards, focus groups, think tanks, inputs to strategy and a few examples of measures to address any barriers e.g. methods of influence and persuasion, evidence-based arguments.