Within your group, construct a narrative for a fictional organisation on employee engagement that includes barriers identified by each group member in Part 1. While one group member's experience may form the core of the narrative, elements of barriers identified by each group member must be included in the narrative. The following are the essay of group members on employee engagement and barriers. Team member 1, "Introduction Employee engagement (Schaufeli, 2013) is a critical component of organizational success (Dhanda, 2017), directly influencing productivity, innovation, and overall performance. It represents the emotional commitment employees have toward their tasks and the organization, driving motivation, satisfaction, and loyalty. However, achieving high levels of engagement faces numerous barriers within organizations. These obstacles include poor leadership, ineffective communication (Mishra et al., 2014), limited opportunities for growth, work-life imbalance, unclear expectations, lack of recognition and feedback, negative organizational culture, low morale, insufficient resources, and resistance to change. Addressing these challenges requires proactive efforts from organizational leaders to create a supportive work environment, establish transparent communication channels, provide avenues for professional development, recognize employee contributions, and promote inclusivity. By overcoming these barriers, organizations can cultivate a more engaged workforce, ultimately improving overall performance. This article explores the detrimental impact of autocratic leadership on employee engagement and offers recommendations for improvement based on personal experiences. Context and Background In my previous role at Ice Beverage, I worked in the competitive beverage manufacturing industry where we produced a diverse range of beverages for various markets. Ice Beverages, headquartered in Bhutan, primarily distributed 90% of its products in India, with the remaining balance in Nepal and Bhutan. Operating within a workforce comprised of individuals with diverse talents and skill sets, effective leadership within the organization was crucial to align with organizational objectives and foster a collaborative culture. However, Ice Beverage Corporation encountered significant barriers that hindered employee engagement, leading to disengagement, low morale, and decreased productivity. One major obstacle was the autocratic leadership style of the CEO, which not only created a substantial barrier to employee engagement but also had a ripple effect on all managers throughout the organization. Description of the Barrier One of the primary obstacles to employee engagement within Ice Beverage is the autocratic leadership or micromanagement prevalent in the organization. This leadership style stifles employee empowerment and inhibits open communication channels. Decision-making is centralized, with minimal input from employees, resulting in a lack of autonomy and ownership over tasks and projects. For instance, during brainstorming meetings, managers are initially encouraged to contribute their ideas. However, as discussions progress, the CEO's opinions often dominate, leaving little room for alternative perspectives. Consequently, most managers end up endorsing the CEO's ideas, leading to a lack of diversity in decision-making. Employees who feel unheard experience micromanagement, which constrains their creativity and initiative, and fosters a sense of disempowerment and frustration. This autocratic leadership culture permeates throughout the organization, with managers at all levels replicating similar behavior. Ground employees' voices are often overlooked, exacerbating the disconnect between leadership and frontline staff. Impact on Employee Engagement The autocratic leadership style prevalent at Ice Beverage profoundly affects employee engagement. Employees feel undervalued and demotivated because their contributions are neither recognized nor appreciated. This lack of acknowledgment erodes morale and creates a sense of disconnection from the organization's goals and values. Moreover, the fear of making mistakes or deviating from strict guidelines stifles innovation and initiative among employees. Consequently, they become complacent and disengaged, focusing solely on task completion rather than striving for excellence or offering innovative ideas. Consequences for the Organization The prevalence of autocratic leadership has broader ramifications for Ice Beverage. A disengaged workforce hampers innovation and creativity, stifling the organization's ability to adapt to changing market dynamics and stay competitive. For instance, the supply chain team, headed by me, could have explored more reliable and cost-competitive suppliers and transporters to reduce production costs and maintain an unbroken supply chain. However, I was discouraged from doing so, as our production team, backed by the CEO, did not agree to trial runs and tests. Consequently, I had to disengage with all the suppliers who came forward to associate with us. As the company struggled to obtain competitive pricing and timely supply of materials from our designated suppliers, we had no option but to look for alternatives. Had the management stood with us from day one, we could have avoided the challenges faced during the season, especially considering the seasonal nature of the beverage business in the Indian market. While the company did not suffer a loss of sales, it faced repercussions due to quality issues as our technical team rushed without completing required testing at the last minute. The implications were significant, leading stakeholders to question the integrity of our product. Another instance relates to the planning of raw materials, packaging materials, spare parts, and other consumables by the supply chain department. As a responsible manager, I tweaked the plans based on actual market demand and consumption to maintain sufficient stocks. Despite the efforts of our team, the management did not appreciate our work, warning me not to act smart and insisting on maintaining inventories as per their projections. Consequently, we ended the year with excessive dead inventories, adding burden to our working capital and supplier departments. As we prepared for the new financial year, the company faced a shortage of working capital and immense pressure from our suppliers. While our inventory value seemed sufficient to run production for the next six months, it was of no use due to the lack of required materials. Despite these challenges, I was not spared from the mistakes made by the management team. The negative work culture perpetuated by micromanagement crept into every department, undermining morale and employee satisfaction, thus making it challenging to attract and retain top talent. The record-high employee turnover rates exacerbated talent retention issues, resulting in increased recruitment and training costs. Ultimately, the organization's growth and long-term success were compromised, as employee engagement is intricately linked to organizational performance and profitability. From the very first year of operation, Ice Beverage faced a huge financial crisis. Far from paying our financial debts, we were unable to meet basic needs such as staff salaries, necessitating the drawing out of more financial credits and additional funds from promoters. On the other hand, the company continued to lose money due to unconsented decisions made by the management. Over the years, the general employees became increasingly disconnected from the senior management teams, significantly impacting the day-to-day operation of the plant. One particularly illustrative example occurred during the pandemic, where movement restrictions led to staff members coming together and multitasking to cover for absentees. Despite this effort, employees did not support the management team, further reducing operational efficiency. By the time the board of directors realized the severity of the management issues, the damages were beyond repair. Consequently, soon after the pandemic, the board decided to change the CEO of the company along with a few senior managers. Conclusion The Ice Beverage case serves as a stark reminder of the damaging impact of autocratic leadership on both employee engagement and organizational prosperity. Autocratic leadership stifles creativity, innovation, and morale among employees, resulting in a workforce that is disconnected and unable to adapt to market changes effectively. This detrimental effect extends to various aspects of the organization, including supply chain management, financial stability, and overall operational efficiency. The failure to acknowledge and rectify these issues led to significant financial losses, compromised product integrity, and heightened employee turnover rates. Moreover, the lack of alignment between management and frontline staff exacerbated operational challenges, especially during crises like the COVID-19 pandemic. Nevertheless, this experience highlights the critical importance of fostering a supportive workplace culture characterized by transparent communication and mutual trust. Empowering employees, acknowledging their contributions, and offering avenues for professional development are crucial steps in enhancing engagement and driving sustainable success. By embracing these lessons and proactively addressing leadership shortcomings, organizations can cultivate a more engaged workforce, foster innovation, and ultimately achieve long-term profitability and success." team member 2, "1.0 Employee Engagement Employee engagement refers to the emotional connection and dedication that workers develop towards their organization's values and objectives. It goes beyond job satisfaction and represents the level of commitment employees have towards their work and the company's mission (Kruse, 2012). Engaged employees not only find fulfilment in their roles but also feel connected to the purpose and objectives of the organization. They demonstrate enthusiasm, dedication, and a willingness to go above and beyond in their tasks (Saks, 2019). Moreover, engaged employees tend to have positive relationships with their colleagues and managers, feeling valued, supported, and respected within the workplace. This sense of belonging nurtures a collaborative environment where employees feel motivated to contribute their best efforts (Stein, Hobson, Jachimowicz, & Whillans, 2021). In essence, employee engagement is the cornerstone of a motivated, productive workforce that drives business success through dedication and passion. 2.0 Importance of Employee Engagement Employee engagement is a crucial aspect for any organization to achieve success. It has a significant impact on various performance and effectiveness factors. Engaged employees demonstrate higher levels of commitment, motivation, and productivity which in turn leads to improved business outcomes, such as increased profitability, customer satisfaction, and innovation. When organizations foster a culture of engagement, they can enhance employee retention, as engaged employees are more likely to stay with the company, reducing turnover costs and ensuring a stable workforce. In addition to this, engaged employees tend to provide better customer service, leading to increased customer loyalty and a competitive advantage in the market (Saks, 2019). Employee engagement is also vital in creating a positive work environment and promoting job satisfaction, well-being, and a sense of belonging among employees. Ultimately, organizations that prioritize employee engagement create a culture of trust, collaboration, and performance, driving success and growth in today's competitive business landscape (Markos & Sridevi, 2020). Investing in employee engagement initiatives is crucial for organizations to foster a motivated, productive, and loyal workforce. Organizations can prioritize employee well-being, recognition, development opportunities, and effective communication to cultivate a culture where employees feel valued, empowered, and committed to achieving shared goals. This ultimately leads to improved performance, profitability, and sustainable growth for the organization (Winkelen & McKenzie). 3.0 Barriers to Employee Engagement A barrier to employee engagement refers to any factor or obstacle that hinders an employee's level of involvement, commitment, or enthusiasm towards their work and the organization as a whole. These barriers can take many forms and significantly impact the overall productivity, morale, and retention rates within a company (Sun & Bunchapattanasakda, 2019). Various obstacles can hinder employee engagement, such as inadequate leadership, which can generate uncertainty and disconnection among employees. Ineffective communication can also worsen employees' understanding and trust in the organization. Furthermore, a scarcity of opportunities for professional growth can suppress motivation, while a lack of recognition can harm employees' morale. Poor work-life balance can also reduce employee motivation, affecting their overall engagement and productivity (Protopapas, 2022). Recalling my past work experiences, a barrier to employee engagement that I have personally experienced is the lack of leadership engagement and direction. When leadership fails to provide clear direction and a shared vision, it can have a significant impact on employee engagement. Initially, the absence of guidance can leave employees feeling unsure about their roles and the direction of the organization, leading to a decline in motivation and disengagement. Additionally, when leaders don't interact with their teams, employees may feel undervalued and disconnected, which can harm trust, loyalty, morale, and productivity. Furthermore, without strong leadership to provide support and guidance, employees may find it challenging to tackle obstacles and achieve their full potential, resulting in frustration and further disengagement (Protopapas, 2022). My employer, being a leading tea brokering company in Sri Lanka established in 1881 had a traditional working environment and the leaders of the company also had a traditional mindset. Further, I observed a significant lack of strong leadership involvement during my tenure with the company. Managers seemed disconnected from their teams and focused solely on task delegation, rather than fostering meaningful relationships and providing guidance. There was a noticeable lack of communication from upper management regarding the company's vision and goals, leaving employees feeling adrift and uncertain about their roles and contributions to the larger picture. As a result of this leadership vacuum, I found it challenging to stay motivated and engaged in my work. Without clear direction or a sense of purpose, tasks began to feel meaningless, and I struggled to see how my efforts contributed to the organization's objectives. The lack of leadership engagement also fostered distrust and disconnection among team members, further eroding morale and collaboration. Moreover, the absence of strong leadership made it difficult to address issues or concerns within the organization effectively. Without leaders who were actively engaged and invested in the well-being of their teams, problems were often ignored, leading to increased frustration and disengagement among employees. From a psychological viewpoint, the impact of this barrier on my mindset was profound and I began to question the value of my work and felt disillusioned with the organization as a whole. The lack of leadership direction left me feeling directionless and unsure of my future within the company. It became increasingly challenging to muster enthusiasm for my daily tasks when there was no clear vision or sense of purpose guiding our efforts. I felt unsupported due to their lack of guidance and involvement, which had a considerable impact on my motivation. Ultimately, it led me to make the difficult decision to leave the company. In conclusion, leadership engagement and direction are essential elements for a thriving workplace. It is crucial for leaders to provide guidance, support, and meaningful connections to their employees to maintain a positive work culture and retain a productive workforce. Neglecting these aspects of leadership can lead to employee disengagement, low morale, and ultimately, attrition. Therefore, it is imperative for leaders to prioritize employee engagement and provide clear direction to ensure the success of their organization and the well-being of their employees." team member 3, "Employee Engagement Kahn (1990) proposed the first definition of employee engagement as" the harnessing of organization members' selves into their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances." The definition Kahn proposed suggested that the more people draw themselves into their various work roles, the better their performance and the more happiness they experience. Employee engagement has also been defined as an emotional and intellectual commitment to the organisation (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary effort exhibited by employees in their job (Frank et al 2004). Engagement has also been defined as "passion for work", a psychological state that is seen to encompass factors such as physical, cognitive, and emotional (Truss et al, 2006). Different people have different ways in which they define employee engagement. Engagement has also been described as a motivational state associated with several positive and desirable consequences for organisations such as high levels of job performance and positive attitudes like job satisfaction (Joel, R.P. et al, 2016). However, employee engagement does not always have to mean the happiness of employee or their job satisfaction. Sometimes employees might be happy with their jobs and what they are getting on behalf of the company and have great satisfaction towards their jobs. They will do all the work without any complaints but might not make extra efforts on their own. So, according to my perspective, employee engagement can be defined as a heightened emotional and intellectual connection that an employee has for their job, organisation, manager, or co-workers that in turn, influences them to apply additional discretionary effort to their work (Griffin, R. W.et al, 2021). Engaged employees give their full effort to their jobs, often going beyond what is required because they are passionate about the company and doing their best. Disengaged workers do not perform close to their potential capability, lacking emotional and motivational connections to their employer that drive discretionary efforts. The disengaged workers feel they must do the work and generally do only what they have to do or what they have been assigned to do just for the pay cheque or just for the next promotion. Enhancement of employee engagement Employees are engaged towards their firm or organisation for the following reasons: Have clear goals and roles. Get meaningful feedback on their performance. Can use their talents. Are recognised for their hard work. Have positive relationships with co-workers. Have opportunities to learn and grow. Have supportive leadership. Inadequate Recognition as a Barrier to the employee engagement Inadequate recognition leading to work stress and burnout is the main barrier to employee engagement that I have found within the hospital I worked for. I used to work as a radiologist technologist for a well-known hospital in my country which is considered among the top hospitals in my country. Being the top hospital, it usually gets busy and the workload per person is very high. In the radiology department, there is a shortage of senior technologists as the hospital does not hire enough senior technologists. The pay rate for the senior technologists is higher than the radiographers so, the HR department hires more radiographers who they could pay less. This results in the increase of workload for the senior technologists. Moreover, the senior technologists even must do overtime. It would have been fair if the HR department increased the pay rate for the overtime the staff had done. The case was the same in various departments of nursing as well so, the employees working in that hospital did not take the initiative to do extra work that they needed to do for the betterment of the organisation. They believe that their hard work and overtime will never be recognised and appreciated. I as an employee of that hospital felt the same. Lack of appreciation towards the employee's dedication towards their professionalism may result in the employees getting demotivated and disengaged towards their organisation. In addition, there was excessive workload leading to stress and burnout among all the employees and negatively impacting engagement towards the hospital and overall well-being of the employees. The country where I come from never considered mental health as a major problem so, the hospital does not consider there is any problem with the work overload and the overload of work may cause stress and burnout leading to unengaged employees. However, researchers have found that burnout and engagement are negatively related to each other. Engagement is a positive persistent state of mind that is related to work and characterised by; vigour, which allows one to invest energy and effort in one's work and show mental resilience in the face of difficulties; dedication, which involves being in one's work and perceiving it as exciting and challenging; absorption, which means concentrating fully on one's work so that one has feeling that time passes quickly whereas burnout is characterised by the opposite (Freeney, Y. M. et al., 2009). In other words, engagement is related to a motivational process that leads the worker to bring satisfaction whereas burnout is a lack of energy and detachment from work activities (Panari, C. et al.,2019). Effects of lack of employee recognition All employees want to feel appreciated and recognised for their contributions towards their organisation. When employees feel unappreciated for their contributions, their motivation levels drop down which in turn decreases their engagement levels towards the organisation that they are working for. They become less enthusiastic about their work so, they become less enthusiastic about their work, show a lack of commitment, and become disengaged from their tasks and responsibilities. In general, if the employees are not valued, they seek opportunities elsewhere where they are cherished, and the organisation would lack innovation and creativity. Furthermore, unresolved conflicts may arise within an organisation. Employees may become frustrated and express their dissatisfaction through complaints and conflicts (Griffin, R. W.et al, 2021). This can also result in decreased teamwork and collaboration. Overall, the barriers are often overlooked and become the reason for disengaged employees in any organisation. Among the barriers to employee engagement in an organisation inadequate employee recognition and work overload leading to stress and burnout are the major barriers that I have noticed in the hospital I have worked for. The employees get demotivated because of a lack of appreciation towards their work so they become less committed and less passionate towards the organisations and their growth. Overcoming the barriers is always challenging but trying to maintain a good work environment, and appreciating the employees for their contributions towards the organisation could be the best way to motivate any employees to get passionate about the company. " team member 4, ""Engagement is being hailed as a popular paradigm that explains the way organisations are attempting to associate with their stakeholders" (Chandni & Rahman, 2020, p. 157). As per Claxton (2014), "the harnessing of organisation members' selves to their work roles" is the definition of employee engagement. "To be considered engaged, a worker needs to be "cognitively, psychologically, and physically present when occupying and performing an organizational role" (Claxton, 2014, p. 86). Likewise, employee engagement involves a stronger sense of commitment to the company rather than just completing the task. Employees who feel appreciated, understood, and in line with the organization's objectives are said to be engaged (Bakker & Leiter, 2010). The emotional connection and dedication that exist between employees and their respective organizations are embodied by employee engagement. It includes a wide range of actions and mindsets, from actively participating in company objectives to having a strong sense of commitment and enthusiasm for one's work (Macey & Schneider, 2008). Employees that are engaged in their work show enthusiasm and a sincere desire to see the organization succeed. Employees who are engaged in their work feel appreciated, inspired, and in line with the goals and principles of the company (Saks, 2006). The foundation of employee engagement is effective communication, which fosters openness, confidence, and cooperation within the company (Gallup, 2016). It includes channels of communication that go both up and down the hierarchy, making sure that information moves smoothly between all levels (Men & Stacks, 2013). But barriers to communication, like poor feedback systems, hierarchical organisational structures, and cultural disparities, can obstruct the free flow of ideas and information, which lowers employee engagement (Karakowsky & Siegel, 1999). A significant obstacle to employee engagement at our company, which is likely well-known in many workplaces, is management's lack of clear communication. Allow me to describe what this looks like and the reasons it has such a powerful effect. When I reflect on my own experiences, I can clearly remember times when I could not participate fully in the company because of communication barriers. At my previous job, poor management communication was a significant problem that hurt staff morale and output. Even though I was an enthusiastic and committed professional, the company's opaque communication practices made me feel less involved. One notable example of this occurred during a significant organizational restructuring initiative. Although there were rumours going around the office, management did not communicate the upcoming changes in a transparent manner. Employees were consequently left with a sense of unease, uncertainty, and disconnection from the company's direction. The lack of clear communication led to rumours and speculation, which made employees feel even more distrusted and disengaged. In addition, the hierarchical organizational structure made it more difficult for employees to communicate with upper management because they were afraid to voice their concerns or ideas. The lack of transparent communication hindered creativity and teamwork, making it more difficult for the company to successfully adjust to shifting market conditions. Furthermore, cultural differences made communication even more difficult, especially in multicultural workplaces where linguistic and cultural barriers hindered clear communication. Furthermore, the absence of efficient channels for communication made it more difficult to resolve disputes and problems at work. When team members misunderstood each other or had grievances, the lack of explicit channels of communication made matters worse and took longer to resolve. Small arguments frequently turned into bigger disputes in the absence of open channels for communication and feedback, upsetting team dynamics and lowering overall productivity. As a result, team morale plummeted and cooperative efforts were hindered, which in turn led to a general decline in employee engagement levels. Moreover, communication barriers had an effect on organizational procedures and decision-making in addition to interpersonal interactions. When important information was not shared in a timely or accurate manner, staff members were unable to adjust to changing conditions or coordinate their efforts with organizational priorities. This communication's lack of transparency and clarity hampered strategic alignment and made it more difficult for the company to take advantage of new opportunities or successfully manage risks. As a result, organizational resilience and agility were weakened, which made it more difficult for the business to prosper in a fast-paced and cutthroat market. These communication barriers made me feel more and more demotivated at work, which made me increasingly frustrated. My sense of commitment and engagement was undermined by the prevailing atmosphere of mistrust and uncertainty, even though I genuinely liked the company's mission and values. I felt underappreciated and disengaged from the goals of the organization because of the opaque communication, which made it difficult for me to find meaning and purpose in my work. Even though barriers to communication are common in the workplace, there is still hope for improvement and remediation. Organizations can cultivate an environment of transparency, confidence, and involvement by acknowledging the negative consequences of inadequate communication and giving priority to improving communication methods. The free exchange of ideas and information can be facilitated by putting in place initiatives like regular feedback sessions, open lines of communication, and cross-cultural training programs. This will enable staff members to voice their concerns, make meaningful contributions, and coordinate their efforts with company objectives. Organizations can foster a workforce that is more inclusive, collaborative, and engaged by taking proactive steps to address communication barriers. This will set the stage for long-term success and expansion. To sum up, successful communication is essential to promoting employee engagement and organizational success. On the other hand, communication barriers present serious difficulties as they hinder the free exchange of information and reduce employee engagement at work. Establishing a culture of openness, trust, and collaboration through transparent communication practices can help organizations drive organizational performance and increase employee engagement. My personal story highlights the significant impact that communication barriers have on each person's engagement. It stresses the significance of removing these barriers in order to promote a more welcoming and productive work environment."