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The paper reviews the organizational paradigms of employee engagement in context of its organizational outcomes and aims to unlock the relationship between engagement and perceived organizational effectiveness. The study was designed to generate and test two hypothesized models colligating between engagement and the constituents of organizational effectiveness. The results of structural equation modeling suggest that engagement is significantly associated with perceived organizational effectiveness in that it also entails a positive impact upon the organizational effectiveness. The results encourage organizations to consider the potential significance of employee engagement towards organizational effectiveness and also exemplify the role of HR managers in delineating the psychological fabric of the organization and conditions for high engagement. The paper adds useful insights while articulating that engagement is an expedient phenomenon that drifts organizational effectiveness.
INTRODUCTION
The notion of employee engagement has marked its critical presence in organizational sciences for more than over 20 years. The research on engagement is flourishing lately and witnessing a remarkable increase in the number of empirical studies more frequently than ever (Sonnetag, 2011; and Rurkkhum and Bartlett, 2012), while noting its positive linkages to several bottom line organizational outcomes for instance, productivity, profits, business growth, quality, customer satisfaction, employee retention, job performance, and low absenteeism (Buckingham and Coffman, 1999; Coffman and Gonzalez-Molina, 2002; Buchanan, 2004; Hewitt Associates LLC, 2005; Fleming and Asplund, 2007; Loc kwood, 200 7 ; B a kker and B al, 201 0; Demer ou ti and Cropanzano, 20 10; Xanthopoulou et al., 2009; and Sundaray, 2011). In addition, it has also been observed that engaged employees report less absenteeism, stay with the organization longer, and are happier being proactive, and more productive (Harter et al., 2002; and Sonnentag, 2011). This might be due to the fact that engaged employees being enthusiastic (Pitt- Catsouphes and Matz-Costa, 2008), dedicated, and psychologically involved in their work, are willing to invest their active physical strength and emotional energy towards the fulfilment of organizational goals.
Accordingly, from a practical point of view, the relevant literature recommends employee engagement as "an individual employee's cognitive, emotional, and behavioral state directed toward desired organizational outcomes" (Shuck and Wollard, 2010). Further, it is suggested that engagement 'goes beyond' satisfaction or commitment and is an enhanced state of thinking and acting...