Employee Engagement
A Research Paper on ABC Company
Instructions: How to improve employee engagement in ABC Company?
Solution.
A Research Paper on ABC Company
CHAPTER ONE
- Introduction
Conceived in the early 2000s, employee engagement has revolutionized the organizational human resource function and consequently improving the overall performance of firms. It has changed common perceptions of organizations being rigid structures enforced by rules to a flexible system of workers striving towards a common goal. The unique concept is centered on the evident intentions of top management aiming to establish an inclusive working environment where the staff part and parcel of the company. Staffs are also expected to reciprocate the management’s positive actions by showing full dedication and commitment to their work. Various related studies suggest that to realize the full benefits of employee engagement, the practice must be executed as a continuous process embedded in the organization’s culture and not as a mere impulse procedure.
Apart from enhancing productivity, surveys have also proved that employee engagement saves organizations on recruitment and training costs. It was revealed that the concept reduces significantly staff turnover as engaged personnel is less likely to quit. This notion is reinforced by the documented fact that companies lose close to $11 billion from employee turnover costs annually. Also, it has been suggested that employee engagement creates suitable environment conducive for working as it conflicts are solved effectively due to enhanced communication between the management and staff. The practice equally promotes professional growth in employees as engaged staff are known to be inquisitive and creative since they are always determined to improve organizational operations.
ABC Company, a leading management consultancy firm in the Asia and the Middle East, has recently been faced with problems emanation from low employee engagement. The company has recorded a high employee turnover consistently in three years. Cases involving employee absenteeism have also been rampant. Staff morale is at an all-time low affecting the corporate synergy. These problems have impacted negatively the performance with profit margins dropping by four percentage points. The research aims at exploring ways in which the firm can improve employee engagement.
1.1 Research Problem
Even in the current corporate era of automation and innovation, human resource is still regarded as an organization’s most prized asset. Hence, it is in organizations’ best interests to derive optimal output from their staff so as to achieve competitive advantage in their respective fields. Modern research indicates that addressing the discrepancy between top management and employees and incorporating them to daily management of the company serves as a platform for motivating employees. This initiative has proved to increase productivity by 20 percentage points. Thus, many companies have resorted to employee engagement in the aim of achieving sustainable growth and development (Burns & Burns, 2008).
1.2 Research Aim
The research aims at deducing ways in which the specified organization can improve its employee engagement.
1.3 Research Objectives
The overall objective of the study is to aid management is setting up effective policies which can improve its employee engagement practice. Individual objectives of the research are:
- To establish current relations between employees and management.
- To evaluate the need for employee engagement.
- To establish the expected benefits the organization is likely to derive from employee engagement.
- To articulate how the employee engagement exercise is to be carried out.
- To ascertain the viability of the exercise in the current organizational internal environment.
1.4 Significance of the project
The research will benefit greatly ABC Company in building rapport between employees and management. Also, the study will optimize operations of the firm since organizational goals will be attained at a faster pace as staff will be motivated by their new status in the company. This research will also serve as a reference to scholars who aim at studying the concept or a similar one in the future (Garber, 2007).
CHAPTER 2
2.0 Literature Review
This section of the research seeks to establish precise measures the company should undertake to improve employee engagement. Past studies have connoted that the practice of employee engagement should be approached from a strategic view point. In that, it should be adopted with the aim of achieving long-term benefits. Employees should feel engaged with their work from the onset (Greener, 2008). When new employees are oriented to their work places, they should feel needed by the company. This can be achieved by receiving cordially and familiarizing them with organizational traditions and goals. Nurturing this culture will help sustain employee engagement (Wilson, 2010).
The buck of employee engagement starts with the management. Firms’ management should be an accurate reflection of their expectations of employees. Hence, they must portray determination and commitment to their work so to induce employees to follow their lead. This assumption was reinforced by a survey that suggested 70% of employees actions are influenced by management (Walker, 2012).
For employee engagement to be effective, barriers of communication between staff and management have to be broken (Israel, 2009).The company must put in place policies that will foster frequent interactions between employees and management such as open plan office orientation, where both levels of management are stationed at a particular unrestricted area. Related surveys on business communication implied that adopting a horizontal line of organizational communication enhances employee engagement (Hair, 2015). This is because information is dispersed from all organizational ranks.
Contemporary management authorities such as Michael Porter concluded that increased transparency in institutions aids in consolidating employee engagement. He argued that sharing crucial information relating to company operations will give them the implication that they are trusted thus commanding more commitment in their work.
Various principles governing human resource management such as Taylorism insinuate that the organizational workforce is treated as inanimate objects to realize organizational goals. However, results from contemporary management experiments imply otherwise. The Hawthorne experiments particularly connote that firms which factor in the human element of their employees realize consistent and high production levels (Carbonara, 2012).
Traditional perceptions on organizations such as of management guru Gareth Morgan, comparing organizational set ups to psychic prisons are quickly diminishing. The modern day corporate world has been forced to realign itself the ever evolving social and cultural dynamics. Some firms such as Google do not emphasize on pre-determined dress codes as appreciate relevant expertise more. Firms have been forced to tailor their policies and operations to the needs of employees so as to optimize productivity. Employees will feel appreciated and indebted to the firm if it gives them the leeway to work at their favorable conditions. This explains the prevailing tendency of firms allowing their employees to work at home providing they perform their duties (Cook, 2008).
Recent surveys have suggested that soft skills are of fundamental importance in the contemporary business environment. Aspects of emotional intelligence, for instance, empathy and compassion have proved vital for contemporary managers since they mobilize the workforce towards common goals. Hence, firms are urged to factor in variables such as personality traits when settling on new employees. Employee behaviors and characteristic determine greatly whether employee engagement will be successful in an organization (Dickson, 2010).
Numerous scholarly articles also suggest involving employees in capacity building exercises where all levels of staff undertake social activities such as hiking assist in developing comradeship. This helps enhance employee engagement.
Business journals have indicated that simple etiquette originates from top management such as acknowledging positive employee contribution aids in fostering employee engagement. The disciplinary documents imply that appreciating employees builds their confidence and encourage improved performance (Federman, 2009).
2.1 Research Questions
- Is employee engagement directly linked to organizational performance?
- Who are the main participants in the employee engagement exercise?
- What are the intricacies involved in employee engagement?
- What kind and amount of investment does employee engagement?
- When are the quantifiable benefits of employee engagement realized?
2.2 Theoretical Framework
The various manuscripts suggested that organizational productivity levels were directly proportional to employee engagement. Employee engagement was influenced by employee satisfaction and adequate remuneration (Bryman& Bell, 2011).
CHAPTER THREE
3.0 Research Methodology
3.1 Research Design
The research adopts a case study design. Data is retrieved from the field and sorted according to their variance. The information is then analyzed and subjected to statistical control measures to determine their accuracy levels (Thomas, 2010).
3.2 Target Population
The research involved a total of 50 respondents. They included 30 employees and 20 management staff.
3.3 Sampling Method
The researcher employed the non-probability sampling method of snowball sampling where the researcher first identified an initial group pertinent with employee engagement, which was then used to identify other individuals relevant with the matter (Macey, et al., 2011). This method proved productive since employee engagement is a relatively unpopular practice in the Asian corporate world (Truss, et al., 2013).
3.4 Data Collection
The researcher resorted to employ the use of focus group to extract data due to the nature the target group. Organizational employees, over time, develop deep-rooted understanding and relationships because of continued interactions, hence creating the perfect environment to apply focus group as an instrument. Focus groups foster extensive, interactive, and engaging discussions on particular subject matters, in this case employee engagement. Also, the method is less strenuous compared to related tools such as interviews, since the researcher merely assumes the role of the facilitator. Data retrieved from focus groups is expansive as it is derived from numerous personnel thus increasing it reliability. The researcher eradicated the possibility of bias in the data provided by diversifying the group mix to include staff of different ages, gender, and job groups (Myers, 2013).
3.5 Validity and Reliability
Validity, the measure of discrepancy between research instrument (questionnaire) and data from the respondents was adjudged by the project supervisor who provided his positive contribution regarding the project. Reliability of the research instrument was established by pilot testing where frailties in design and method were exposed. The researcher also employed pre-testing where the research instrument was subjected to a smaller population than the sample size and irregularities such as syntax grammar errors were discovered (Eriksson & Kovalainen, 2015).
3.6 Data Analysis
The data was tabulated in frequency tables and subjected to descriptive statistics.
3.7 Ethical Considerations
The respondents were assured of utmost confidentiality of the information provided and that the information would be used for only the prescribed purpose. The questionnaire will be administered on the basis of willingness.
3.8 Limitations of the study
It was difficult to quantify employee satisfaction levels as they varied across staff. Also, the staff were reluctant to participate in the data collection process for fear of profiling.
References
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Burns, R., & Burns, R. (2008). Business Research Methods and Statistics Using SPSS. London: SAGE.
Carbonara, S. (2012). Manager’s Guide to Employee Engagement. New York, New York: McGraw Hill Professional.
Cook, S. (2008). The Essential Guide to Employee Engagement. London: Kogan Page.
Dickson, D. (2010). Fostering Employee Engagement. Amherst, Massachusetts: Human Resource Development.
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Federman,
B. (2009). Employee Engagement: A Roadmap for Creating Profits, Optimizing
Performance, and Increasing Loyalty (Illustrated ed.). Hoboken, New
Jersey: John Wiley & Sons.
Garber, P. (2007). 50 Activities for Employee Engagement. Amherst,
Massachusetts: HRD Press.
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Hair, J. (2015). Essentials of Business Research Methods. Armonk, New York: M.E Sharpe.
Israel, D. (2009). Data Analysis in Business Research. London: SAGE.
Macey, W., Schneider, B., Barbera, K., & Young, S. (2011). Employee Engagement. Hoboken, New Jersey: John Wiley & Sons.
Myers, M. (2013). Qualitative Research in Business and Management (Illustrated ed.). London: SAGE Publications.
Thomas, K. (2010). Intrinsic Motivation at Work. Sydney: ReadHowYouWant.
Truss, C., Alfes, K., Delbridge, R., Shantz, A., &Soane, E. (2013). Employee Engagement in Theory and Practice. Abingdon-on-Thames: Routledge.
Walker, S. (2012). Employee Engagement and Communication Research. London: Kogan Page.
Wilson, J. (2010). Essentials of Business Research: A Guide to Doing Your Research Project. London: SAGE Publications.
