Exploring Employee Engagement Using Grounded Theory: Experiences from the Best Firms in India

Abstract

A highly engaged workforce is being looked at as the means for attaining a sustainable competitive advantage in the dynamic business world. Research has shown that both the academicians and practitioners tout employee engagement to improve organizational and financial performance. However, numerous overlapping yet inconsistent definitions have created a conceptual chaos. Delineation between the academic and industrial view on employee engagement creates difficulty in operationalization of the construct. This paper explores the construct of employee engagement by conducting structured interviews of HR heads of 15 best companies to work for in India. The data obtained were subjected to thematic analysis using Grounded Theory Methodology by Charmaz (2006). The emergent themes around the notion of employee engagement led to the development of a theoretical framework comprising three dimensions (Alignment, Affectiveness and Action-orientation) of employee engagement. Various drivers of employee engagement and the challenges in engaging employees were exemplified with narratives from practitioners in the Indian context. An attempt has been made to bridge the gap between the academic and industrial view by exploring variables of the construct after taking inputs from the HR practitioners. It attempts to bring a conceptual clarity on construct which may help the organizations to develop effective engagement strategies and interventions for fostering higher engagement levels among employees.