THE IMPACT OF WORK ENGAGEMENT STRATEGIES ON STAFF BEHAVIORAL OUTCOMES IN TERTIARY INSTITUTIONS

CHAPTER TWO

REVIEW OF LITERATURE

2.0 INTRODUCTION

Our focus in this chapter is to critically examine relevant literature that would assist in explaining the research problem and furthermore recognize the efforts of scholars who had previously contributed immensely to similar research. The chapter intends to deepen the understanding of the study and close the perceived gaps.

2.1 CONCEPTUAL FRAMEWORK

TERTIARY INSTITUTION

The tertiary institutions is a higher education, a post-secondary section of the national education system of Nigeria was programmed to educate universities, colleges of education, polytechnics, colleges of Technology Technical Colleges and Universities of Technology (section five, paragraph thirty-one of the National Policy on Education (FGN, 2004). Other functions of the tertiary institutions are higher education such as teaching and research, also to be able to develop students' man power and to develop nation. Further, section 5 paragraph 32 of National Policy on Education states that tertiary institution are to perform the following such as development, inculcation of proper value - orientation for the survival of the individuals and society. Also, tertiary education is to help in the area of acquisition of an objective view of the local and external environments of individuals and these could be achieved through teaching research, dissemination of existing and new information and service to the community such as seminars, workshops and educative forum etc.

Tertiary institutions generally are to assist in the development of the nation's development goals. To ensure a success of higher education in Nigeria, though all these functions are still in the tertiary institution. Defining tertiary education may be a little difficult. This is so because it refers to the gamut of all post-secondary educational institutions. It is used synonymously with higher education. These include the University, Polytechnic, College of Education, Vocational Training Centre. Their goals, according to the National Policy on Education (FRN, 2014), include:

1. To contribute to national development through high-level relevant manpower training.
2. To provide physical and intellectual skills which enable individuals to be self-reliant and useful members of the society.

The question of whether tertiary education in Nigeria plays its role (and significantly too) particularly with respect to the essence of education and the goals set for it in the national policy on education should agitate our minds at this point. In more organized societies, tertiary education is acknowledged and respected as the engine house for research and innovations which are fundamental to social and economic transformation. Responsible and informed governments look upto tertiary institutions for empirically based ideas to support policies rather than base such policies on common sense or political consideration as mostly observed in Nigeria. Governments in organized societies fund tertiary institutions to carry out researches on national priorities such as security, warfare, health, agriculture etc. When will governments in Nigeria respect the place of tertiary institutions in this regard? The recurrent face-off between Academic Staff Union of Universities (ASUU) and the Federal Government of Nigeria (FGN) on the revitalization of the universities looks like the government is being bored in its unwillingness to comprehend the need for a functioning university system nor to fund it.

While playing its primary role of feeding the human mind and liquidating ignorance, tertiary education produces competent managers of available resources. These are persons equipped with appropriate values, thinking, creative and innovative ability and sound knowledge of how the economy can be made to function and grow. One of the major roles of tertiary education as a driver and propeller of the economy is to produce a production-oriented rather than consumption-oriented citizenry.

WORK ENGAGEMENT

Work Engagement has been described by many scholars’ base on their views and perspectives. Ogbonnaya, Daniels and Nielsen (2017) described work engagement as a process by which the human resources of an organization are economically and strategically inspired to be involved and committed to the organizational goals and values. In a related development, work engagement is the level at which employees are purposefully involved and satisfied with enthusiasm for work (Osborne and Hammoud, 2017; Harter, 2002), which drives employees’ willingness to work beyond expectations to see that the organization succeeds and achieve its goals on record time (Mani, 2011). Gupta and Shaheen (2017) and Seijts, and Crim (2006) posited that work engagement involves what he termed “10c” namely, “connection, career, clarity, convey, congratulate, contribute, control and collaborate, credibility and confidence”. Engaged employees see work as play or fun and they come to work every day with a sense of belonging, feeling a connection to their organization, high level of enthusiasm and passion for their work as well as acting as partners in progress with the organization (Joo, Lim & Kim, 2016, Kanik, Ishaq & Mridula, 2018). Also, Miller (2012) opined that employee work engagement is determined by the degree of discretionary efforts of employees into any given task beyond the required effort, time and brainpower to get the job done on record time. Therefore, work engagement is a positive attitude towards one’s work which comprises a perception of mental enablement, feelings of vigour, preoccupation, dedication and enthusiasm to act, both within and extra-role towards the actualization of organizational goals (Harju,Hakanen, & Schaufeli, 2016; Witemeyer, 2013). Employees who are actively engaged are positive with their work, aware of business context, work harmoniously with their co-workers, and prepare to go beyond the ordinary effort to get job done thereby, enhancing productivity (Desai, et al., 2010). Work engagement can, therefore, be referred to as positive feeling and attitudes that employees have towards their jobs as well as discretionary effort they put into given responsibility (Falcone, 2006; Macey & Schneider, 2008; McBain, 2007). Work engagement is a strategic business tool for organizational success (Jena & Pradhan, 2017; Lockwood, 2007) and reduces turnover and increases focus. Great leadership generates increased employee work engagement that results in organizational performance (Harter, Schmidt & Hayes, 2002). Soyars, Maureen, Brusino and Justin (2009) opined that contributions, connections, and growth/advancement are the three elements that drives employees’ engagement. Meanwhile, physical component, emotional component, psychological empowerment, cognitive component is dimensional concept of work engagement (Attridge, 2009; Shaw 2005; May, et al., 2004; Baumruk 2004; Markos & Sridevi, 2010; Richman 2006).

FACTORS INFLUENCING EMPLOYEES’ ACTIVE ENGAGEMENT

Every organization is dynamic and unique and what derives work engagement differs depending on the nature and the peculiarity of the organization. In an attempt to know the influence of active employees’ engagement, several factors have been studied as predictors such as perceived organization support, equality, justice, rewards, care and concern for employees, trust, fairness recognition, harmonious relationship and interaction, freedom of communication, participation in decision making process, affective commitment, job fit among others (Desai, et al., 2010; Shuck, 2010; McBain, 2007). It becomes imperative to state that work engagement is a strategic tool that will help in building a sustainable performance in the world of work. Management of such organizations are expected to create enabling work environment that will motivate and empower the workforce to be economically engaged in any given assignment (Macey & Schneider, 2008). By implications, the effective work engagement depends on the pattern of the job strategies adopted by the management which are important for higher performance that will influence organizational success. In another development, work environment, leadership style, teamwork, training and career development, compensation and remuneration systems, organizational policies, work characteristics, self-confidence and fun at work among others are motivating driving force that influences employees’ involvement, loyalty and satisfaction (Anitha, 2014; Bakker, Shimazu, Demerouti, Shimada & Kawakami, 2014; Miller, 2012; Xu & Thomas, 2011).

DRIVERS OF EMPLOYEE ENGAGEMENT

HR policies and practices

Anyadike (2013) conducted a study to investigate the role of Human Resources Planning (HRP) in ensuring employee productivity in the Nigeria Public Organizations. This was after problems were identified relating to human resource planning. The study recommended that the public organization should embrace human resource planning if employee productivity must be ensured. Human resources planning in the public organizations must be matched with the organizations’ strategic planning to enable for enhanced employee productivity. The Nigerian public organizations should learn to embrace human resources outsourcing as a trend in human resource management as it is believed to ensure productivity in the organizations. organizational policies should be responsive so that they appear considerate to employees’ well-being.

Commitment to employee well being

In support of the above, Gandy et al. (2014) conducted a study to compare employee overall well-being to chronic disease status, which has a long-established relationship to productivity, as relative contributors to on-the-job productivity. The study used 2629 participants who were employees with diabetes or without any chronic conditions. The results revealed that well-being was the most significant predictor of productivity crosssection ally in a model that included disease status and demographic characteristics. Longitudinally, changes in well-being contributed to changes in productivity beyond what could be explained by the presence of chronic disease or other fixed characteristics.

Communication (two-way)

A number of researchers have identified different drivers in their studies.Leadership, communication and a work-life balance were observed by Bedarkar and Pandita (2014) as drivers of employee engagement.Under a similar notion Soni (2013) deduced that a culture of respect, constant feedback both from manager to employee and vice versa, counselling and mentoring, as key drivers of employee engagement. Dulagil (2012) states that if there were to be any level of engagement, there needs to be clear communication of the core values and beliefs of the employees.He adds that the transparency about the goals and objectives of the organization should be evident. Supervisors and managers should demonstrate careabout the health and well- being of the employees. There should also be a person-job fit alignment so that people are placed in their areas of capabilities. Managers should trust their employees and create opportunities for growth so that they remain engaged and productive. Farouk (2014) explored the attitude of employees on productivity. The study included communication as a driver of employee engagement in organizations. The study refers to the assumption made by scholars, that if employees were included in the decision-making process of matters concerning their work and more so if they are given the opportunity to make decisions themselves, there would be positive benefits for both the employee and the organization. If organizations could endeavour to improve the process of informing employees about issues and changes in relation to their work environment, employees would be more likely to be initiative and suggest improvements, which in turn increase the productivity of their work.

Leadership style by immediate management

Karaa et al. (2013) conducted a study to test the notion that transformational leadership style is more effective than transactional leadership style by fostering employee well-being enhancing quality of work life and life satisfaction as well as increasing organizational commitment and decreasing employee burnout. The study used 443 participants from Turkish 5-star hotels. The findings support the positive effect of transformational leadership in the hospitality industry, which implies that hospitality managers should be trained to use a transformational leadership style to enhance employee well-being, a significant predictor of productivity. Theory shows that exercising authentic and supportive leadership improves employee engagement.

Involvement in decision making

A quantitative study by Ariani (2013) was conducted to examine the relationship between employee engagement, OCB and Counterproductive Work Behaviour (CWB), in Yogyakarta, Indonesia. A significant positive relationship between employee engagement and OCB was revealed by the study. It further explains OCB as the occurrence of behaviours that result in efficient and effective functioning of the organization that is increased by the engaged employees. These behaviours are identified as; high energy demonstrated by employees, the eagerness to meet goal. Strategies to increase OCB suggested in the study as having maintained the social systems that support the performance of the organization, like involving employees in decision-making. These were identified by Ladley et al. (2015) as creating more group interactions and by Sharath (2014) as cultivating and promoting a workplace where there is more;  Altruism, where individuals are willing to assist one another in their work. Courtesy, such that colleagues are able to inform each other about issues that may increase or reduce their workload like being absent from work.  Sportsmanship where employees are encouraged to have tenacity, accountability and not exhibit negative behaviour when things do not go as planned.

Training and development

Another study by Anitha (2014) identified the key determinants of employee engagement and how they relate in terms of predictability of productivity. In this causal study, 700 questionnaires were administered upon which 383 were valid responses. The study found that the identified factors such as ; leadership, compensation, training and development and workplace well- being as predictors of employee engagement.

Training and development was identified to be the most important determinant of engagement levels of employees. It can thus be said that these factors determine the extent to which employees are engaged at work. A study conducted by Bal et al. (2013) looked at the developmental and accommodative HRM as enhancers of employee engagement and commitment. Some researchers argue that this type of HRM as one that enhances employee outcomes rather than HRM that is equipped to adjust with organizational decline. Developmental HRM refers to training, job enrichment and is known to aim at increasing the ability to perform better at one’s job, thereby contributing to productivity. As found by Jose and Mampilly (2012) it is expected that when a company develops its employees, they will reciprocate by working hard to support the organizational effectiveness. The provision of training improves service accuracy and is equivalent to rewarding people. By doing a skills analysis, gaps can be identified and filled  Courtesy, such that colleagues are able to inform each other about issues that may increase or reduce their workload like being absent from work.  Sportsmanship where employees are encouraged to have tenacity, accountability and not exhibit negative behaviour when things do not go as planned.

Training and development

Another study by Anitha (2014) identified the key determinants of employee engagement and how they relate in terms of predictability of productivity. In this causal study, 700 questionnaires were administered upon which 383 were valid responses. The study found that the identified factors such as ; leadership, compensation, training and development and workplace well- being as predictors of employee engagement.Training and development was identified to be the most important determinant of engagement levels of employees. It can thus be said that these factors determine the extent to which employees are engaged at work. A study conducted by Bal et al. (2013) looked at the developmental and accommodative HRM as enhancers of employee engagement and commitment. Some researchers argue that this type of HRM as one that enhances employee outcomes rather than HRM that is equipped to adjust with organizational decline. Developmental HRM refers to training, job enrichment and is known to aim at increasing the ability to perform better at one’s job, thereby contributing to productivity. As found by Jose and Mampilly (2012) it is expected that when a company develops its employees, they will reciprocate by working hard to support the organizational effectiveness. The provision of training improves service accuracy and is equivalent to rewarding people. By doing a skills analysis, gaps can be identified and filled

Performance and appraisal

The importance of enhancing employee engagement in the organization is shown by Jose and Mampilly (2012) in an article which was based on satisfaction with HR practices and employee engagement. The study reveals that if an organization engages in performance 26 management and appraisal, they will in turn feel obligated and thus be motivated to do their best to support the organization’s’ goals. The study also implies that employees are not fully utilized and increasing their engagement levels would tap into their maximum potential, which could elicit good returns for the company. 2.3.5.8 Pay and benefits Yamoah (2013) conducted a study to examine the relationship between compensation and productivity using a case study approach.The study used 60 respondents from the banking industry in Ghana.The results indicated a significant relationship between compensation and productivity.In support of that finding, Chung, et al. (2013) wrote a report that sheds insights on how different elements of the compensation plan enhance productivity.The report provides evidence that bonuses enhance productivity across all segments.Over-achievement commissions help sustain the high productivity of the best performers even after attaining quotas. Quarterly bonuses help improve performance of the weak performers by serving as pacers to keep the sales force on track to achieve their annual sales quotas. Remuneration can be made attractive to employees by introducing incentives, bonuses or holiday vouchers to acknowledge good performance

General work environment

Appiahene et al. (2014) conducted a study to investigate ICT usage as predictor of teachers’ productivity in Schools/Institutions. The study used 650 participants who were teachers from both public and private schools in Kumasi Metropolis of Ghana. The findings of this study revealed that schools in Kumasi Metropolis are currently making headways towards participating in the global acceptance and use of ICT. The teaching profession in Ghana is a challenging one and quick access to and retrieval of appropriate teaching methods and notes by teachers, lectures, researchers etc. in the emerging digital era requires effective implementation and use of ICT in Schools/Institutions.

WORK ENGAGEMENT STRATEGIES

As noted by Banhwa, Chipunza, and Chamisa, (2014) and Woodruffe (2006), training and manpower development, management support initiatives, employee’s empowerment, effective communication, equality, job satisfaction, work-life balance, health and safety, appropriate reward system, equal opportunity and fair treatment etc. have been identified as effective strategic tools that can enhance employees effective work engagement. In a related development, Career opportunities, recognition, and organization reputation enhance work engagement that drive commitment and optimal performance (Aon, 2013; Organ, Posdakoff & MacKenzie, 2006). However, the proper application of these work engagement strategies will promote employees’ loyalty, commitment, satisfaction etc. which will invariably culminate into productive, satisfactory and employees’ retention (Kanik, Ishaq, & Mridula, 2018; Schaufeli & Bakker, 2004). Sequel to the review of the literatures, work engagement strategies comprises of career opportunities, employees’ empowerment, management support, investment on employees, employees’ participation in decision making, recognition and reward, work-life balance, fair treatment and equality, good relationship with supervisors and co-workers etc. (Banhwa, Chipunza & Chamisa, (2014). These tend to influence employees’ good attitude towards work and enhance employees’ active engagement which will invariably culminate into efficient job performance.

Bersin (2015) has revealed five critical elements that make an organization irresistible and drive employee engagement on a global scale. These elements make up the new model of employee engagement for winning organizations throughout the world. These elements are:  Make work meaningful:This plays the most important role in employee engagement. This element is concerned with making sure that the right people are placed in the right jobs for them to find meaning in what they do and given the tools and autonomy to succeed (Bersin, 2015). 17  Foster great management This element refers to the clear instructions and expectations given to employees to establish alignment amongst teams. This creates transparency, teamwork and more work gets done (Bersin, 2015). 

Establish a flexible, humane, inclusive workplace:This study draws that 68% of women prefer a more flexible and supportive work environment than to make more money, and men would consider working fewer hours a week. Research show that flexible working hours and a good work-life balance have a positive impact on employee engagement (Bersin, 2015). 

Create ample opportunities for growth:This element puts an emphasis on a learning culture in an organization as a key strategy for irresistible organizations. If employees do not feel as though their career development is being supported thorough training, coaching etc., they are likely to disengage (Bersin, 2015). 

Establish vision, purpose and transparency in leadership:Leadership style and communication directly affect employee engagement. Communicating a sense of purpose to employees and their contribution to the organization’s vision is important to keep employees engaged.

PRODUCTIVITY

Ali et al. (2013) defined productivity as “that which people can produce with the least effort”. They went further to say that productivity “is a ratio to measure how well an organization (or individual, industry, country) converts input resources (labour, materials, machines etc.) into goods and services. “In addition, productivity refers to the “effort that individuals can produce with the least effort by putting labour, material, and machines.” Atkinson (2013) defined productivity as “an economic output per unit of input as the unit of input can be labour hours (labour productivity) or all production factors including labour, machines and energy (total factor of productivity).” Feige et al. (2013) defined productivity as “the ratio of output to input depending on the context and content of the output measure (e.g. products, services, market shares, value) and input measure (e.g. cash, labour, energy, materials, and work environment).” In their critical review of literature, Yi and Chan (2013) defined productivity as the efficiency and the rate at which goods are produced. They further described it as “being used to denote a relationship between output and the associated inputs used in the production process.” It is “a measure of outputs which are obtained by a combination of inputs.” 16 Meyer et al. (2014) state that the definitions of productivity share characteristics of typically being about efficiency, inputs and outputs. They used an example of the Oxford Dictionary defines productivity as “effectiveness of productive effort, especially in industry, as measured in terms of the rate of output per unit of input.

THE IMPACT OF WORK ENGAGEMENT STRATEGIES ON STAFF BEHAVIORAL OUTCOMES IN TERTIARY INSTITUTIONS

Anita (2014) conducted a study to identify the key determinants of employee engagement and their predictability of the concept. The study also examined the impact of employee engagement on employee performance. The study used 383 participants from the Coimbatore District Small Industries Association in India. The results revealed that employee engagement had significant impact on employee performance, which is a significant predictor of productivity. A meta-analytical study was conducted by Harter et al. (2013) to examine the true relationship between employee engagement and performance, consistency or generalizability of the relationship between employee engagement and performance across organizations and the practical meaning of the findings for executives and managers. A total of 263 research studies across 192 organizations in 49 industries, with employees in 34 countries.The study looked at nine outcomes: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents and quality (defects). The findings revealed that employee engagement is related to each of the nine performance outcomes studied.The results also indicated high generalizability, which means the correlations were consistent across different organizations.To confirm the above findings, conducted another similar meta-analytical study to examine the true relationship between employee engagement and performance, consistency or generalizability of the relationship between employee engagement and performance across organizations and the practical meaning of the findings for executives and managers.A total of 339 research studies across 230 organizations in 49 industries, with employees in 73 countries.The study looked at nine outcomes: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents and quality (defects).The findings revealed that employee engagement is related to each of the nine performance outcomes studied. A recent study by Kazimoto (2016) focused on the measurement of employee engagement as a non-financial factor in relation to organizational performance. The study shows evidence that a relationship exists between employee engagement and organizational performance, in a sense that when employees are engaged and committed, organizational

All the studies from the literature indicate a positive relationship between the two constructs. One specific study that was reviewed referred to employee engagement as the primary source of competitive advantage, which can also be understood as organizational productivity.

performance also improves. The study also highlights the fact that human related issues were previously neglected by organizations whereas it has become known that employee satisfaction yields higher profitability. The study concludes that the lack of knowledge and ability by managers to consider people engagement as key drivers of organizational productivity is a challenge that further research must still address. In agreement with previous studies, it is also stated that employees with higher engagement levels tend to reduce staff turnover and absenteeism, factors that prove employee engagement is attached to organizational performance. According to Farouk (2014) it has been shown that employee engagement does impact organizational productivity. Regarding previous studies that have been conducted, the study proposes that if an organization has employees whose engagement levels are above average, it is almost twice as likely y to be successful. The study also introduces a motivational factor into the engagement concept in that it explains that what makes engaged employees to be more productive is the fact that they are more motivated than the disengaged one. The inverse relationship is also shown where low levels of employee engagement are detrimental to performance. This research also confirm that the engaged employees exercise an element of care in what they do and their efforts in contributing to the success of the organization and therefore will have a greater sense of ownership and accountability. In so doing, they become less absent from work and more willing to take on more responsibility and have initiative as well. The same study shows that based on previous studies, the 100 best places to work had a low turnover rate of 13% in comparison to the 28.5% found for other industries. This confirms the theory that engaged employees are more committed and loyal to their organization and are not inclined to leave their organizations feel a sense of belonging.

2.2 THEORETICAL FRAMEWORK

The Self Determination Theory (SDT) was used to study human motivation, personality and best functioning. Literature shows that the quality of motivation is what matters in predicting successful outcomes more than the amount of motivation. As described by Cherry (2016), SDT is centred on three psychological needs and is driven by intrinsic and extrinsic motivation. For people to engage, they need to feel competent, connected and autonomous. As applied to the study, if people experience positive meaning in their work, they become motivated to perform better because they experience a psychological sense of connectedness, competency and autonomy. People want more than just a salary, and are looking for a sense of belonging in their organizations and when they feel this, they become 11 more engaged and motivated. According to Bhuvanaiah and Raya (2014) during the process of engagement the employee becomes self-motivated and is driven and energised to perform and thus increasing productivity. Employee engagement represents a motivational assemble and a forecaster of organizational outcomes. Theories such as social exchange theory (SET) and self-determination theory (SDT) have been advanced to explain employee engagement and organizational performance. In this study, SDT provides a framework to study employee engagement at UVS. The SDT claims that people are often motivated by external factors such as reward system, grades, evaluations or the opinions others have of them. It further explains that there is an interchange between these extrinsic forces with the intrinsic motives and individual needs.

Self-determination theory posits that employees tend to be actively engaged when they are intrinsically motivated (Deci & Ryan, 1985). It is therefore the responsibility of management of organizations to focus on employees’ engagement strategies that will help in building employees intrinsic motivation. The theory also posits that employees derive strength for productive engagement as a result of their ability to manage and control their personal behaviours and goals. This suggests that employees’ behavioural outcome depends largely on the level of intrinsic motivation and job satisfaction which will invariably affect their performance. The motivation level of an employee is related to job satisfaction, involvement and loyalty to the organization. All these are processed internally by the individual employee and it affects his or her emotional state of mind (Deci & Ryan, 1985). To ensure that employees have positive mind set, organizations are expected to look into what can drive work engagement which include but not limited to career progression, employees support, the level of investment on employees, organizational reputation, fun at work, among others (Osborne & Hammoud, 2017; Ogbonnaya, Daniels & Nielsen, 2017). Therefore, according to the Self-determination theory, when employees perceive that their organization is not doing anything to enhance their intrinsic motivation, they begin to gradually withdraw their commitment, hide their identities, ideas, and feelings. This will invariably have adverse effect on work performance (Deci & Ryan, 1985). Similarly, if the employees are satisfied by the various engagement practices and loyal to the organization, it can culminate into outstanding work engament (Blattner & Walter, 2015; Bowen, 2016; Barrick, Thurgood, Smith, & Courtright, 2014). According to Mowbray, Wilkinson and Tse (2014), the management of organizations including institutions of higher learning adopt the concept of Self-determination theory to encourage employees have progressive attitudes toward their organization.

2.3 EMPIRICAL STUDIES

Another important component of employee engagement is given by Kumar and Pansari (2015) as employee satisfaction. The study reported various reasons that can cause an employee to be dissatisfied as:  Misaligned person-job fit  Lack of skills and hence loss of interest  Lack of feedback  Lack of incentives (Kumar and Pansari, 2015) The study reported that if employees in the organization have low satisfaction levels, their enthusiasm and interest for the company and its activities will be low as well as the likelihood to stay absent frequently and produce poor quality work. All studies also share the same sentiments among each other in saying that low engagement levels contribute to low productivity levels. One study in agreement to this finding particularly referred to employee engagement as a catalyst to productivity and profitability. The economic impact of low employee engagement is described in another study as one that can be staggering. Out of all the eight studies reviewed under this subsection, one specific study illustrated an overwhelming connection between employee engagement and organizational outcomes, such as productivity. The literature reviewed clearly points at employee engagement as being a lever gearing organizations towards success through productivity delivered by engaged employees. Studies cite the importance of enhancing employee engagement in organizations as an investment that can elicit good returns. The reviewed literature identified strategies that can be implemented to boost employee engagement, such employee training and development, improved leadership such as “blue ocean”, amiable organizational policies, improving OCB such as altruism, sportsmanship and improving work design. An improved communication amongst employees with their managers would increase employee engagement, as indicate by the studies. Communication can take the form of one on one, listening and via emails or short messaging. One study highlighted the cultivation of a productive workplace culture by managers as a strategy that can also be used to enhance employee engagement because employees thrive to perform such environments.