Line Managers’ Devolution in Achieving Employee Engagement: Cracking the Code for Organizational Performance

Abstract

In this era of economic downturn, corporate and organizational progress does not necessarily translates into human and people development and thus due to the past decades, there is a growing competition all over the world and every business organization is seeking for ways on how to compete successfully in such an environment and this apparently would induce the corporate world to jump at the opportunity to promote productivity within an organization. In this context, the research discovered the need of the most significant and contemporary practice of organization called “Employee Engagement” that could easily foster organizational performance in the long run. Seen in this light, this piece of research identifies the root causes of engagement issues and processes. To put it in other way, this study significantly examines what the employees aspire in order to get involved and engaged within their job roles and also think about the implications of addressing the factors that Line Managers’ should espoused to enhance engagement in order to improve organizational performance. In fact, the primary research findings indicated the lack of engagement processes among employees within the firm and exhibit the importance of promoting pay, recognition, autonomy, social support, and relationships, transparent methods of recruitment & selection, and flexible work hours to engage employees.