Employee Engagement As A Strategy For Organisational Development: Evidence From A Literature Review

Introduction: In today's rapidly evolving business environment, the importance of employee engagement has emerged as a pivotal factor in driving organizational success. As companies strive to remain competitive, they are increasingly recognizing that engaged employees are not just contributors to productivity but are also catalysts for innovation, creativity, and long-term growth. Research purpose: To examine the concept of employee engagement as a strategy for organisational development and to suggest effective strategies for fostering development in both employees and organisations. Objective: This study explores the foundational elements of employee engagement, dissecting its complex dimensions and underscoring its pivotal role in shaping the organizational landscape. Method: This study conducts a systematic review of employee engagement as a strategic driver of organizational development, employing a desktop research approach grounded in qualitative interpretive methods. Through comprehensive analysis, description, and interpretation of existing literature, the research explores how employee engagement functions as a catalyst for fostering organizational growth. Main findings: Employee engagement is a key strategical tools for organisational strategies, in that the organisational direction and transit is dependent on the quality of employees, and their level of commitment, which is all embedded in the extent of their engagement. Practical/managerial: implications: Employee engagement should be central to any organisational strategic oversight, and managers should command confidence of the employees in their portfolios through consultative processes to ensure organisational development. Contribution/value-add: The study provide practical steps to use employee engagement as a strategy for organisational development, and recommends that to achieve employee engagement and organisational development, organisations should set aside resource and determine capacity of the organisational to fund the outcome of the engagement, because engagement that cannot be followed up and be implemented means nothing, so when engagement has taken place, implementation strategies should be in place.