The advantages of having an involved team of staff members might seem obvious, yet the phenomenon of employee engagement and enthusiasm needs to be scrutinised to assess its impact on every major stakeholder within a firm. For managers, having an engaged workforce means reducing the pressure of the workload significantly. As long as staff members are eager to perform, the task of sustaining the quality levels remains comparatively easy to implement. Specifically, with the promotion of engagement and investment among employees, the latter is expected to be more diligent in performing their workplace roles and managing their duties. Consequently, quality control will improve since staff members will be more careful not to make errors or produce defective items. Therefore, the overall production quality or, in Etisalat’s case, the quality of services delivered to the target audiences, will grow. The described change will make the process of controlling the performance of an organisation and especially managing its supply chain easier.
While not relieving managers completely of their stress, the increase in employee engagement will promote collaboration and reciprocity between the latter and staff members, allowing managers to focus on other issues. Thus, the amount of workload and the pressure thereof will drop for all participants of the supply chain and the production process, making the delivery of the necessary services nearly flawless. Even though avoiding the instances of errors in the workplace completely is nearly impossible, the focus on the improvement of the staff’s current competencies and the acquisition of new ones will have a vastly positive effect on the overall performance of a firm.
The rise in the levels of engagement is also crucial for employees themselves. As long as they stay invested in the process of workplace performance and enthusiastic about completing their tasks, staff members have the opportunity to gain new skills and become better experts. Once deprived of the motivation to deliver the performance of better quality, staff members are likely to remain at the same level of proficiency and fail to build any new skills that will make them more valuable in the global market. As a result, the lack of development and the following inevitable stagnation will cause employees to lose a large portion of their skills, which will have an obvious detrimental effect on their professional development and market value.
Similarly, the notion of employee engagement is crucial for customers and organisations. The importance of the subject matter for the parties under discussion is self-explanatory due to the link between the extent of employee engagement and the quality of the end product delivered to the customer. For instance, for Etisalat, the efficacy of the telecommunication process and the performance of the telecommunication infrastructure hinges on the staff members’ ability to detect emerging problems in the supply chain and prevent them before they reach the scale that will hinder the quality of telecommunication. Unless employee engagement rates are kept high, the discrepancies in the functioning of the supply chain and, therefore, the quality of teleconnection will become a major disruption and cause a significant shift in customer satisfaction rates for the worst. Thus, the change in engagement levels among staff members will affect both the company, causing it to face rather bad publicity and shrinkage in profit margins, and customers, making them deal with poor quality of connection and frequent disruptions in their communication.
Having engaged staff members is also bound to have an excellent effect on the performance of an organisation in which they are employed. Due to the increase in diligence and the desire to deliver a better product or service, employees will affect the performance of the firm’s supply chain and, thus, will ultimately contribute to the company’s market reputation. Therefore, the notion of employee engagement has to be incorporated into the HR frameworks within every organisation, starting with Etisalat. While the latter has arguably started adopting the described approach since it has been engaging in the use of talent management as one of the methods of addressing its HR issues, a more structured method of promoting professional development and meeting staff’s culture-specific requirements will be needed.
The support of specific motivational theories and the theoretical frameworks for management will also be crucial in implementing the HR approach aimed to increase employee engagement levels. Specifically, one may have to integrate both Herzberg’s Two-Factor Theory and Maslow’s Hierarchy of Needs to ensure that none of the aspects of managing staff members’ needs is omitted. With the help of Maslow’s framework, every facet of employees’ needs from basic necessities to the process of self-actualisation will be satisfied. The latter is especially challenging given the wide variety of goals that staff members at Etisalat have. However, the general course will be determined after the dialogue between the employees and managers is established. Herzberg’s Theory, in turn, will allow drawing a clear line between the factors that motivate and demotivate staff members to increase the impact of the former and minimise the influence of the latter. Thus, the organisation will ultimately face the progress that it has been striving to achieve with a change in the dynamics between its managers and staff members.