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Employee engagement: Driving strategy implementation through dimensions of organisation

Published online by Cambridge University Press:  17 April 2019

Hester Nienaber Open the ORCID record for Hester Nienaber [Opens in a new window]
Hester Nienaber*
Affiliation:
Operations Management, University of South Africa, Pretoria, South Africa
*
*Corresponding author. Email: [email protected]; [email protected]
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Abstract

Research worldwide reports low levels of employee engagement reflecting employee well-being. This observation spells dire consequences for enterprise performance, expressed as goal achievement, and attained via strategy. Strategy implementation failure adds to enterprise performance pressures, while reducing employee well-being. Research investigating employee engagement as driver of strategy implementation through dimensions of organisation is limited. This paper conceptually examines how employee engagement can be enhanced while driving strategy implementation through dimensions of organisation. The Nienaber and Martins (2015, Journal of Contemporary Management, 12(1), 401–425) survey results serve as illustration. The conclusions arrived at here show that all six factors – at individual, team/unit, and enterprise levels – can be classified according to the dimensions of organisation. Moreover, the dimensions of organisation are not necessarily mutually exclusive, but rather interrelated, and influence employee engagement in unexpected ways. The contribution of this paper stems from the promise that dimensions of organisation serve as mechanism to drive strategy implementation via employee engagement.

Keywords

employee engagementdimensions of organisation‘framework’processesstrategy implementation
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 5 , September 2022 , pp. 1036 - 1056
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019

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