Employee engagement is a crucial factor in the success of any organisation. Engaged employees are more productive, committed, and motivated to contribute to the growth of the organisation. According to a study by Deloitte, organisations with engaged employees are 21% more profitable than those with disengaged employees (Deloitte, 2017). Our employee engagement research has consistently highlighted how employee purpose – their sense of meaning or direction – is a key driver of employee engagement. Here, we will explore how aligning an employee’s day-to-day role with the overall organisational strategy and objectives can influence employee engagement.

Factor #1: A sense of contributing to organisational success

When employees are clear about how their work contributes to the company’s goals, they feel a sense of purpose and motivation to perform their duties effectively. It gives them a clear understanding of what is expected of them and the significance of their contributions to the overall success of the company (Saks, 2006). Knowing that their work is valued and contributes to the organisation’s success can boost employees’ motivation to perform well. This motivation can also encourage innovation and creativity, and result in a positive work environment, as employees are more likely to take pride in their work and be motivated to achieve their goals.

Factor #2: A sense of purpose

According to research by Wrzesniewski and Dutton (2001), a sense of purpose is one of the key elements of meaningful work. This sense of purpose can motivate employees to go the extra mile and take ownership of their work, resulting in higher levels of engagement. Furthermore, motivation is higher when individuals perceive their work as meaningful and aligned with their values (Deci and Ryan, 2000).

According to research by Grant (2012), a sense of purpose can inspire individuals to think creatively and come up with new ideas. When employees understand the organisation’s goals and objectives, they are more likely to think outside the box and come up with new ideas and solutions to achieve those goals. This can lead to new products, processes, and services that can help the organisation to succeed in the long run.

Factor #3: Feeling valued and recognised

Research shows that when employees feel valued and recognised for their contributions, they are more likely to trust the organisation and be loyal to it. This trust and loyalty can result in higher levels of engagement and commitment, as employees are more invested in the organisation’s success.

The role of employee engagement surveys

By using the feedback from employee surveys, organisations can develop strategies to improve employee engagement. For instance, the organisation could provide more training opportunities for employees, develop clear career paths, or create initiatives that recognise and reward employees for their contribution to the company’s goals. Such actions show employees that their feedback is valued, and it helps them feel more connected to the company’s mission, vision, and goals, leading to a sense of purpose and motivation to perform their duties effectively (Gallup, 2017).

In addition, conducting regular employee surveys can also help organisations track changes in employee engagement over time. This helps the organisation identify trends and areas of improvement and make adjustments to their employee engagement strategies as necessary. It also demonstrates the organisation’s commitment to listening to and responding to employee feedback, which can foster a more positive work culture and increase employee engagement.

It is clear that engaged and motivated employees are more likely to perform at their best, resulting in organisational success. To find out how we can help you gather insights (not just data!) from employee surveys using our practical models and advanced analytics, reporting and consultancy to measure and improve employee engagement, please get in touch through our website, email enquiries@edgecumbe.co.uk or call us on 0117 332 8255 to speak to a member of the surveys team.


Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268. doi: 10.1207/S15327965PLI1104_01

Deloitte. (2017). Rewriting the rules for the digital age: 2017 Deloitte Human Capital Trends. Retrieved from https://www2.deloitte.com/global/en/pages/about-deloitte/articles/human-capital-trends.html

Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458-476. doi: 10.5465/amj.2009.0470

Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organisational scholarship: Foundations of a new discipline (pp. 241-261). Berrett-Koehler Publishers.

Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage Publications.

Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179-201. doi: 10.5465/amr.2001.4378011