What Is Employee Engagement and Why Does It Matter in Global HRM?

 


In today’s hyper-connected global economy, organizations are increasingly realizing that success isn’t driven by strategy alone it’s powered by people. One concept gaining widespread attention is employee engagement. But what exactly does it mean, and why is it critical in a global HRM context?

At its core, employee engagement refers to the emotional commitment an employee has towards their organization and its goals (Kahn, 1990). Engaged employees don’t just show up they contribute enthusiastically, innovate willingly, and go the extra mile. In a globalized workforce where diversity, hybrid teams, and cultural complexity are the norm, fostering this level of connection becomes both a strategic challenge and a necessity.

From a theoretical perspective, engagement is closely tied to Strategic Human Resource Management (SHRM), where HR isn’t just an administrative function but a central force in achieving competitive advantage (Boxall & Purcell, 2008). In this framework, employee engagement becomes a strategic lever for organizational performance, especially across borders.

Ulrich’s (1997) HR Model reinforces this by positioning HR as a business partner that helps align people practices with long-term business goals. When engagement is embedded into global HR strategies through initiatives like inclusive leadership, transparent communication, and cross-cultural respect it leads to improved retention, productivity, and innovation.

Consider Google as a real-world example. Known for its dynamic, inclusive, and high-engagement culture, Google invests heavily in employee well-being, empowerment, and autonomy across all its global offices. Its ability to adapt engagement strategies to local cultures (e.g., respecting collectivist norms in Asia) has been key to sustaining its global success.

However, engagement is not a one-size-fits-all concept. Global HRM must consider factors such as cultural values (Hofstede, 1980), legal environments, and generational diversity. What motivates a millennial in Sri Lanka may differ greatly from what drives an employee in Germany or Japan. That’s why globally engaged companies must design flexible, culturally aware engagement frameworks.

To conclude, employee engagement is more than a buzzword it’s a powerful tool in the hands of strategic HR leaders. When applied effectively in global contexts, it enhances organizational performance, supports cultural alignment, and creates a workforce that thrives beyond borders.

 

References

Kahn, W.A. (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), pp.692–724.
https://doi.org/10.5465/256287

Boxall, P. and Purcell, J. (2008) Strategy and Human Resource Management. 2nd ed. Basingstoke: Palgrave Macmillan. https://www.macmillanihe.com/page/detail/Strategy-and-Human-Resource-Management/?K=9780230579354

Ulrich, D. (1997) Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Boston, MA: Harvard Business School Press. https://store.hbr.org/product/human-resource-champions-the-next-agenda-for-adding-value-and-delivering-results/7445

Hofstede, G. (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. 2nd ed. Thousand Oaks, CA: Sage. https://us.sagepub.com/en-us/nam/cultures-consequences/book9716

Google. (2023) Workplace culture and employee engagement insights. [online] Google Inc. https://about.google/intl/en/our-culture/

Comments

  1. Thawheed De AlwisAugust 1, 2025 at 10:50 AM

    This comment has been removed by the author.

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  2. Thawheed De AlwisAugust 1, 2025 at 10:51 AM

    From this article, I understand that integrating employee engagement in Human Resource Management is essential for building an agile, innovative workforce capable of meeting future challenges. Good Article

    ReplyDelete

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