Description Of The Assignment Refer To What Your Instructor

Description Of The Assignmentrefer To What Your Instructor Wants You

Describe the impact of engaged versus disengaged employees on a company's profits, explaining why engagement correlates with inward commitment to the business. Using Lewin’s 3-Stage Model, explain how to re-engage disengaged employees at all levels, including necessary conditions and how to measure increased productive effort. Discuss how to combine Drucker’s Management by Objectives with Lewin’s model to secure commitment throughout the organization, and outline strategies leaders can use to preserve this commitment once achieved. Support your discussion with at least five credible sources, including scholarly articles, books, and the class textbook, formatted in APA style. The paper should be 6-9 pages, excluding the cover and references.

Paper For Above instruction

In today’s competitive and rapidly evolving business environment, employee engagement has become a critical factor influencing organizational success and profitability. Engagement refers to the degree of inward commitment employees have toward their work and the organization’s goals. Disengaged employees, on the other hand, are characterized by their lack of enthusiasm and commitment, often merely performing duties for compensation rather than contributing actively to organizational goals (Kahn, 1990). The distinction between engaged and disengaged employees has profound implications for a company's financial performance, productivity, and overall workplace culture.

Research indicates that highly engaged employees significantly enhance organizational profitability. According to Gallup's 2013 report, only about 30% of the U.S. workforce was engaged, with similar figures worldwide. This low engagement level correlates with diminished productivity, higher turnover, and increased absenteeism, all negatively affecting profits (Harter et al., 2009). Conversely, organizations with higher engagement levels report improved financial outcomes; for example, a study by Gallup (2019) found that engaged teams were 21% more productive, with profitability 23% higher compared to disengaged teams. Engaged employees tend to demonstrate greater discretionary effort, innovation, and customer satisfaction, translating into tangible benefits for organizational financial health (Bakker & Demerouti, 2008).

Engagement equates to inward dedication to the organization’s success, fostering behaviors that support strategic objectives. Such employees perceive their work as meaningful, feel valued, and are motivated to invest their effort into building long-term organizational value (Macey & Schneider, 2008). Conversely, disengaged employees often experience burnout, disconnection, and are less productive, which can lead to increased costs associated with turnover, absenteeism, and reduced service quality (Schaufeli & Bakker, 2004). The critical link between engagement and profitability underscores the importance of strategic efforts to foster a committed workforce.

To address disengagement at every organizational level, Lewin’s 3-Stage Model—Unfreeze, Change, Refreeze—provides a practical framework. The first phase, "Unfreeze," involves creating awareness of the need for engagement, challenging existing attitudes, and fostering motivation for change. Leaders must communicate the importance of engagement, dispel myths, and create a sense of urgency (Lewin, 1947). The next phase, "Change," entails implementing specific strategies such as participative decision-making, recognition programs, and aligning individual goals with organizational objectives to rekindle commitment. During this phase, establishing trust and psychological safety is essential to encourage employees to adopt new behaviors (Kotter, 1997). Finally, "Refreeze" involves institutionalizing engagement practices, integrating them into organizational culture, and reinforcing desired behaviors through policies and ongoing support.

Conditions necessary for successful re-engagement include strong leadership commitment, transparent communication, and a culture that values employee input. Managers should utilize feedback mechanisms and involve employees in decision-making processes to foster ownership and accountability. Measuring the impact of re-engagement efforts involves tracking key performance indicators such as productivity levels, turnover rates, employee satisfaction scores, and customer satisfaction metrics (Harter et al., 2009). A positive correlation between these metrics and engagement initiatives indicates successful re-engagement with a measurable increase in productive effort.

In integrating Drucker’s Management by Objectives (MBO) with Lewin’s model, organizations can enhance commitment at all levels. MBO emphasizes setting clear, measurable goals aligned with organizational strategy, fostering a shared sense of purpose. When combined with Lewin’s framework, MBO facilitates the "Unfreeze" stage by clarifying objectives, motivating change, and establishing a common understanding. During the "Change" phase, managers work collaboratively with employees to develop action plans aligned with individual and team goals. In the "Refreeze" stage, ongoing performance reviews and feedback ensure accountability, sustain motivation, and reinforce commitment to organizational objectives (Drucker, 1954). This integrated approach fosters a participatory culture where employees are empowered, engaged, and committed to achieving shared goals.

Leadership plays a vital role in maintaining engagement over time. Leaders must provide consistent communication, recognize achievements, and create an environment that supports development and innovation (Goleman, 2000). Regular feedback and opportunities for professional growth help sustain motivation and prevent disengagement. Additionally, fostering a culture of trust, psychological safety, and shared values encourages employees to remain committed during organizational changes or challenges. Leaders should also implement reward and recognition programs that reinforce positive behaviors and organizational values, further solidifying engagement (Schein, 2010). By actively nurturing engagement, leaders can ensure sustained commitment that contributes to long-term organizational success.

References

• Bakker, A. B., & Demerouti, E. (2008). Toward a model of work engagement. Career Development International, 13(3), 209–223.
• Drucker, P. F. (1954). The Practice of Management. Harper & Brothers.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2009). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
• Kotter, J. P. (1997). Leading change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method, and reality in social science; social equilibria and social change. Human Relations, 1(1), 5–41.
• Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315.