The notion of employee engagement has been used quite frequently in the HRM context lately, mostly in connection with the necessity to increase motivation rates in staff members to take the production process and public relations to a new level. Assuming quite correctly that the extent to which staff members engage with the organisational processes and the goals of a company, as well as its values and mission, define their performance, managers have been striving to bring employee engagement to a new level and promote higher loyalty rates among the target demographic. The observed trend has been quite visible in a range of markets, including the one of the UAE. For example, Etisalat as one of the leading companies in the telecommunication domain has been placing the emphasis on the significance of employee engagement as the vehicle toward building a strong and sustainable competitive advantage. The tendency to relate high rates of employee engagement to increased quality, enhanced productivity, and reduced production defects is self-explanatory, yet the tools for building employee engagement within a large organisation still need development due to the large population that they have to embrace.
It is quite curious that there has been yet no agreement on the number of dimensions that employee engagement as a notion embraces. While some scholars define three, others point out that the correct number of dimensions extends to six and more. Nevertheless, traditionally, the dimensions of leadership, job satisfaction, culture, value proposition, and employee well-being are typically seen as the critical ones. Applying the described dimensions to the context of Etisalat and the necessity to introduce innovative management into its context, one will recognise vigour and dedication, as well as the concepts of loyalty, motivation, trust, and commitment. Understanding the described aspects of employee engagement and the role that they play in establishing a rapport between a company and its staff members, an HR manager can create a team of loyal people that are enthusiastic about their job and willing to contribute actively to the company’s development.
In this regard, understanding and acknowledging the contribution of each employee to corporate development and the progress within a company are the two main pillars of building employee engagement. By showing staff members that they are valued and offering them numerous options for professional growth, an HR manager will boost the levels of loyalty and the willingness to perform to the best of their abilities in employees.