Importance of Employee Engagement and Its Development to Company Growth

This study examines the importance of employee engagement for company growth and provides recommendations for improving employee engagement. It discusses the significance of employee engagement, human resource management, leadership and organisational performance, employee empowerment, and perceptions of organisational growth.

Running head: EMPLOYEE ENGAGEMENT
Importance of Employee Engagement and Its Development to Company Growth
Name of the Student
Name of the University
Author note

1EMPLOYEE ENGAGEMENT
Abstract
Employee engagement refers the collective result of employee satisfaction that enables the
workforce to involve willingly in organisational activity and workflow with the sense of
urgency and corporate value that is also influenced by motivation, involvement, emotional
commitment and dedication for mutual benefits. This study focuses of examining the
essentiality of employee engagement under the light of organisational development and need
assessment for Handy Holding.
Mixed method has been applied considering secondary data collection by literature review
and primary data collection process. Random sampling method has been used to choose 30
participants for survey questioner. For interview non-probability sapling was used where 3
managers has been chosen depending on the availability and willingness. . To analyse the
collected data quantitative method with frequency mean distribution and as qualitative
method thematic analysis has been used.
From the study, it has been found that that employee engagement can influence productivity
or individual employee by regulating the willingness and enthusiasm. It has been found that
the company has currently low employee engagement rate due to the rigid and tough shift
timings. As a result, the employee turnover is increasing causing additional monitory
investment for workforce management. Providing training to the leaders of various
departments and conducting employee empowerment program can improve the employee
engagement. Making the work shift flexible and amending the compensation policies are also
significant procedure of improvement.

2EMPLOYEE ENGAGEMENT
Table of Content
Chapter 1: Introduction..............................................................................................................4
Rationale................................................................................................................................5
Research aims.........................................................................................................................5
Research Question..................................................................................................................6
Chapter 2: Literature review......................................................................................................7
Introduction............................................................................................................................7
Significance of Employee engagement..................................................................................7
Human Resource management...............................................................................................8
Leadership and organisational performance........................................................................10
Employee empowerment......................................................................................................12
Perceptions of organisational growth...................................................................................14
Summery..............................................................................................................................15
Literature gap.......................................................................................................................16
Chapter 3: Research Methodology...........................................................................................17
Research Philosophy............................................................................................................17
Research design and approach.............................................................................................17
Data collection methods:......................................................................................................18
Sampling:.............................................................................................................................19
Data analysis method:..........................................................................................................20
Ethical consideration............................................................................................................20

3EMPLOYEE ENGAGEMENT
Summary..............................................................................................................................21
Chapter 4: Data Presentation and Data Analysis.....................................................................23
Data findings and presentation.............................................................................................23
Data analysis and discussion................................................................................................33
Chapter 5: Conclusion..............................................................................................................35
Conclusion............................................................................................................................35
Linking with aims................................................................................................................36
Chapter 6: Recommendation....................................................................................................37
Recommendation for the organisation.................................................................................37
Future Scope.........................................................................................................................37
References:...............................................................................................................................38
Appendices:..............................................................................................................................42
Appendix1: Interview Transcript.........................................................................................42
Appendix2: Survey Paper....................................................................................................44

4EMPLOYEE ENGAGEMENT
Chapter 1: Introduction
Background
Employee engagement is a result of employee satisfaction that enables the workforce
to involve willingly in organisational activity and workflow with the sense of urgency and
corporate value. The employee satisfaction on the other hand influences several factors like
motivation, involvement, emotional commitment and dedication for mutual benefits. With
this regards, the idea of representative commitment has been developed most recently.
Majority of scholars argues that a representative can only be committed to serve associations
in exchange of compensation. On the other hand, Anitha (2014) argues that, there are many
non-monetary factors that influence the commitment of the employees. These are headway,
self-governance, progressive treatment, administrator duty, circumstance, prologue to senior
individuals, praise, support, the response of being hardened and trusted, the emotion of
functioning for a concrete association, the feeling of captivating a shot at important
coursework and the opinion of regard in work-life balance. In practical business world, the
homogeneous dependency only on financial benefit is obsolete and flawed. The significant
association with integrated workforce management influences the drivers to upgrade the
commitment of the worker while making them passionate about their job (Alfes et al. 2013).
Handy Holdings Pvt. Ltd is a well-established company in Maldives with multiple
numbers of successful business lines. The company started is 1992 as an undergarment
selling shop by the owner Mr. Hassan Haleem in Male’ (Handyholdings.com. 2016). From
the beginning of the business, the product line of the business is very strong. With time, the
business has expanded across the Maldives and now they are operating as a conglomerate
corporation. The company has three major business operations namely Handy trading, Handy

5EMPLOYEE ENGAGEMENT
industries, Handy Cruise and Handy trading. Nowadays, Handy Trading is one the leading
trading companies in the Maldives that is currently importing and exporting some of the most
admired entities in the Maldivian Market exclusively. These products include building
material, toys, light and electrical ware under the brand names Handy Warehouse, Handy
Toys and Handy Stars. Handy industries, the industrial arm of Handy Holdings with a lot of
promising future projects in the pipeline. The first product is ‘Handy Water’, which is one of
the most successful water projects and first water factory in Maldives. Currently, Handy
Water manufactures 4 different sizes of drinking water (500ml, 1.5lt, 5lt and 19lt)
(Handyholdings.com. 2016). "Handy Cruise", is a cruise business of this company that offers
120 feet luxury live-aboard with finest luxury accommodations.
Problem Statement
From the beginning of the modernisation in conglomerate business tends workforce
becomes the crucial and most vulnerable factor for any business. Along with the diverse and
integrated work procedures, employee engagement has become one of the most significant
regulators behind a successful business (Mishra, Boynton and Mishra 2014). Because of
several internal and external changes, almost all industries face fluctuations in employee
attraction as a result of unstable or weak employee engagement. Handy Holdings Pvt. Ltd
also faces high employee turnover and low employee engagement from past few years.
Significance of this study:
This research has discussed all the necessary components of employee engagement
and its significants. This research can provide the in depth analysis of the essential
considerations for employee engagement. Besides, this research also provides several
recommendations through which the company can improve their employee engagement. This
study will allow the organisational management to reduce their employee turnover by

6EMPLOYEE ENGAGEMENT
implementing employee engagement enhancing strategies. This research will be also helpful
to other research for evaluating and further examining the topic of implementation of
employee engagement strategies and procedures.
Research aims
This study focuses of examining the essentiality of employee engagement under the
light of organisational development and need assessment for Handy Holding. Therefore, the
primary goal of this research is to examine the existing level of employee engagement in the
chosen organisation. The secondary aim of this research is to find the appropriate solution for
the chosen company through which the administration and management of the organisation
can accomplish enough employee engagement with additional well-known clasp on
institutional growth. Examining the importance of knowing the employee engagement while
exploring the underlying factors behind employee engagements are another major goal of this
research for developing more advanced and effective plan for the workforce.
Research Question
As per the research aim four core research questions can be identified that can help to
formulate the result precisely to achieve the aim of this research. Therefore the research
questions of this research are:
 What is the current employee engagement level in Handy Holding Pvt. Ltd and the
underlying factors behind it?
 What are the recommendations for Handy Holding Pvt. Ltd to improve the employee
engagement?

7EMPLOYEE ENGAGEMENT

8EMPLOYEE ENGAGEMENT
Chapter 2: Literature review
Introduction
This section of this report presents the review of the work by different authors aligned
with the research problem while providing valuable information regarding employee
engagement. It also provides various contradiction and argument of the literatures to presents
the various perceptions and observation of scholars and researchers. To do so this section
presents the secondary information from various books, articles, business reports and other
resources to present them in thematic format. This section also incorporates a discourse on
various definitions for representative commitment by various creators; improvement as a
build, significance of worker commitment, purpose of human resource management, role of
leadership style in employee engagement, impact of employee engagement on business
growth and drivers that advance it.
Significance of Employee engagement on organisational performance
Employee Engagement can be characterized as a result of perceiving their function by
an organisational representative with their management of organisations, the recognition and
the received rewords, and the associated culture of the organisation. Worker commitment can
be as the expression that seems to be recognised by the passion and vivacity of the employees
that ensures their needs to give their best to their organisation. This also represents the
eagerness and capacity of the workers to work while having a maintained optional exertion
for allowing their association to succeed (Buller and McEvoy, 2012). Taking care of
commitment of the employees through proper guidance and cultural competence is a
scholarly and enthusiastic duty of any employer or the management of any organisation.
Employee Responsibilities and obligation of an organisation is critical regarding the way of

9EMPLOYEE ENGAGEMENT
worker’s turnover projects the representatives' absence along with the absence of
responsibility to work and absence of inspiration. With regards to the significance of workers
engagement the level of employee commitment by clarifying that financial benefit is not only
the major concern. There are some other non money related inspirations also works to hold
employee satisfaction as well as engagement.
Meyerson and Dewettinck (2012) stated that the organization does enjoy several
advantages of the employee engagement. In their research, the researchers have found that
when employees are being engaged, they learn to accept responsibility. Employees are found
to less likely to deny or refuse to perform a job once they start feeling that it’s their
responsibility to help the company to achieve its goal. Employee engagement provided the
employees with the opportunity to step up and takes action and thus performs the required.
Another beneficial effect of employee engagement includes more attentiveness of the
employees. Since employees are empowered, it hinders them to neglect their own job role.
Empowered employees need to be active and ready in order to establish their decision and
position. Engaged employees can even be proactive and recognize when there are small
issues that need to be solved. This prevents small issues from turning into big problems.
Another aspect of employee empowerment includes that employees will feel more valued and
will be more invested in the work. When employees realize that their decisions are
contributing to the success of the organization, they are found to care more about work.
Additionally employees are able to experience pride of ownership since this strategy enables
them to express initiatives as well as creativity without asking permission from the superiors.
Weng and McElroy (2012) stated that consumers issues gets resolved further since employee
engagement enables the employees to resolve their issues as fast as possible.

10EMPLOYEE ENGAGEMENT
Human Resource management
Human resource management can be defined as the strategic approach taken by an
organization foe effectively managing the people working in an organization so that the
business can gain competitive advantage. The Human resource department in an organization
is designed in order to enhance the performance of the employees so that the strategic
objectives of the employers can be served. The HR is chiefly concerned with the management
of individuals within the company focusing on systems as well as policies. Along with this
the mentioned department is also responsible for identifying, analysing and evaluating
employee recruitment, training and development, employee-benefit designs, performance
appraisal and finally, rewarding. According to Buller and McEvoy (2012) one of the chief
concerns of the human resource development is organizational changes and industrial
relations. Its role includes balancing the organizational practices with needs that are arising
from collective bargaining and from governmental laws. The overall purpose of the human
resource department off an organization is to ensure that the organization possess the ability
to achieve success with the help of professional excellence as well as bondage between the
employees. . The Human resource professionals are specialized in several fields of human
resource management that includes recruitment, training, employee relation and benefits,
recruiting specialists and find as well as hire the cream candidates as employees. The chief
rolled of the training and development professionals is to ensure that all the employees are
well trained and possess professional excellence to effective perform their job role. The role
of the professional delaying with recruitment includes analysing the huge potential candidate
pool of the candidates and recruits the best ones through effective interviews and research.

11EMPLOYEE ENGAGEMENT
According to Armstrong and Taylor (2014), the human resource department has become one
of the most crucial aspects of an organization in this world of increasing competition between
the organization in any kinds of industry. Especially when it comes to developed countries,
the population is aging. Hence organizations established in the developed countries like UK
and US often suffers from lack of labour. In such condition, retention of efficient and trained
labour are highly crucial for the organizations. When it comes to planning, in several HRM
contexts it has been discussed. Initially, Hr planning was considered to be a crucial aspect of
ob analysis and was used for determining the strengths and weaknesses of the staffs along
with developing the skills and competences required by them. As individual carrier plan
initiated in order to gain more popularity, the management off a good number of
organizations gradually started paying more attention to the certain skills and competencies
among individual employee as a measure of aligning as well as dealing with the succession
planning of the company. According to Jiang et al. (2012) several organizations, the system
that is responsible for placing diversified talents throughout is called the recruitment and
selection process. This process includes an ethical approach of seeking and attracts the most
suitable as well as competent applicant for a vacant position in the organization. There
prevails three major approaches in which the recruitment and selection strategy can be
segregated. The first one includes suitability that is recruiting the most qualified applicant for
the vacant position. The second and third approach includes malleability and flexibility.
Kehoe and Wright (2013) opined, the process of selecting as well as retaining potential staff
can be considered as the greatest organizational competitive battle in the modern days.
Possessing the greatest talent provides the organization to be able to compete aggressively in
the market. This phenomenon was quite prevalent in our daily life and also possesses the
potential to push the organizations for gaining a niche by employing the most recognized
managers for leading the thriving future.

12EMPLOYEE ENGAGEMENT
When it comes to training, this factor of HRM is directly related to the productivity of
the organization. Jiang et al. (2012) opined that in today’s company, the skills and
knowledge of the employees can impose a positive impact on the productivity of the firm.
Organizations need to counter some difficulties while training a single or more employees.
According to previous literatures, some companies that deprived themselves from a single
individual staff when the human resource is limited, lacks affordability. Thus lack of training
possesses the potential to hinder the productivity of the employees in the long run. He
continues to stress that such perception about training implies that organization should
embark on cost reduction strategies and focuses on in-house or on-job-training. According to
Bolden (2016) another crucial aspect of the Human resource management is the performance
management. The concept of measuring performance or managing performance within an
organization is to strategize how firms can obtain the utmost benefits from their staffs. The
approach of measuring performance can be classified as a three step approach which is
comprised of objectives, appraisal and feedback.
Leadership and organisational performance
Katou (2015) have defined leadership as the process of influencing others for working
willingly towards an organizational goal with confidence. The term refers to the process of
influencing individuals so that they direct their efforts toward achieving the organizational
goals. While several leaders are born with specific leadership ability, other leaders are found
to enhance their leadership skills though regular practice and experiences. Through self
awareness as well as training, leaders are found to impose positive impact on the team which
often impose tangible effect on the performance. When it comes to organizational
performance, it can be defined as the ability of the employees in an organization to perform

13EMPLOYEE ENGAGEMENT
efficiently to meet the goals of the organization. Ejere and Ugochukwu (2013) stated that
there exist an inevitable connection between leadership and organizational performance. The
researchers stated that in order to enhance organizational performance, it is highly crucial for
the leaders to understand leadership styles. In authoritarian scenarios the leadership style
becomes fear-based style where the environment of the workplace deteriorates. Excessive
work pressure along with unprofessional behaviour of the superior makes the employees
highly concerned about getting terminated for minor mistakes. Several skilled and experience
employees are also found to leave the workplace as a result of ineffective leadership style.
Attrition of skilled employees not only affects the revenue of the organization but also reduce
its reputation as well as competitive advantage in the mentioned industry. On the other hand,
organizations where leader possess effective leadership skills are not only capable of
retaining employees but also possess competitive advantage in the industry. A leader should
ideally help the employees to find their internal motivation in order to achieve it. Where a
boss views his employees as subordinates , an efficient leader views his staffs as a major part
of his team and always seeks to empower the same so that the team goal can be achieved.
There prevail several dimensions of leadership and possible ways to describing the
same like dictatorial, unitary, bureaucratic, charismatic, consultative, participative and
abdicatorial. However, there are three major managerial leadership styles which are focused
on, namely, the autocratic leadership, the democratic leadership and the Laissez-faire
leadership. Harris (2013) have described the autocratic leadership as the leadership style
where the leader is highly conscious of his position and possess highly limited trust and faith
on the subordinates. An autocratic leader believes that salary is the only reward for the team
members which possess the potential to motivate them. Autocratic leadership is effective in
situation of emergency, in case where the workforce evolved is homogeneous and in
scenarios where the leaders are wise, possesses considerable understanding of the followers.

14EMPLOYEE ENGAGEMENT
When it comes to democratic leadership, Leggat and Balding (2013) defined it the leadership
style that allows the leaders to make decision and share the same to the group. Criticism and
praise are given and a feeling of responsibility is developed within the group. This leadership
style is claimed to be the oldest leadership style in practice. The managers discuss any kinds
of issue as well as broad order with the subordinates in order to understand their perspective.
Not only has this, the leaders also allowed the staffs to use their initiatives for making
contribution. The leaders also offer support to the subordinate when it come to
accomplishment o tough tasks. This in turn makes the employees feel empowered and
enhance their loyalty towards the organization.
When it comes to the Laissez-Faire leadership, Chiang and Hsieh (2012) defined this
leadership style as the opposite of other end of continuum from the autocratic style. With the
help of this leadership, managers attempt to pass the responsibility of decision making
process to the team. Decision making under this leadership is performed by whoever that is
willing to accept it. The whole process of decision making is very slow when it comes to the
laissez-Faire leadership.
Employee empowerment
The term employee empowerment can be defined as the providing the employees a
certain degree of autonomy along with responsibility for decision making associated with
their specific organizational tasks. Employee empowerment allows decisions to be made at
lower levels of an organization where the staffs possess unique view of the issues the
organization facing at a certain level. Dobre (2013) stated that employee empowerment has
been proved to be beneficial for both the organization as well as the employees. Incorporating
employees in the decision making process makes the employee feels that they are valued.

15EMPLOYEE ENGAGEMENT
This in turn internally motivates them and helps them to enhance their performance. When it
comes to the benefit of the organization, the strategy of employee empowerment helps the
leaders to obtain a good number of suggestions and perspective which helps them to take an
effective design. Not only that, since the mentioned strategy motivates the employees, it
becomes easier for the organization to retain the employees and enhances their loyalty
towards the organization. Men and Stacks (2013) stated that three theoretical approaches that
are being used for study empowerment that socio-structural perspective, physiological
approach and critical perspective. While the socio-cultural perspective pays attention on
developing as well as redesigning organizational policies, structure as well as practices in
order to provide the employees with power, influence and authority over their work. The
physiological approach put emphasis on enhancing as well as enabling personal effectiveness
by providing guidance to the subordinates to develop their competency level, sense of
meaning, self determination as well as impact. The critical perspective challenges the notion
of the employee empowerment as well as argues that efforts to create empowerment possess
the potential to lead to more, controls well as albeit less-obvious over employees.
Perceptions of organisational growth
Dobre (2013) have state that, for different organizations, the meaning of
organizational growth is different. While small firms want to get big, large organizations
strive to get bigger. In order to understand the gradual growth of the organizations, the
growths stages of an organization have been divided into 5 phases. The first phase is the
creative phase and is defined as the phase when a firm is fist established and majority of the
activities are performed focused on the developing a product in order to reach the consumers.
When it comes to direct phase, the company begins to formalize business management

16EMPLOYEE ENGAGEMENT
methods that include centralizing power into the organization. When it comes to the
delegation phase, the managers start to delegate power as well as decision making in various
ways by including semi-autonomous business units as well as moving the reward paradigm to
the lower level managers as well as employees. In the coordination phase, the management
tries to reign in the firm by merging the activities associated with various fragmented parts of
the organization which in turn demands more accountability along with creating unifying
incentives like profit sharing. The final phase of organizational development includes
collaboration phase. When central coordination efforts prove bureaucratic and inflexible,
management adopts a team-based, cross-functional structure and more fluid policies that
empower workers and promote dialog, experimentation, and negotiation.
Weng and McElroy (2012) stated that along with the qualitative notions of the
organizational growth, several tangible parameters of an organizations are there which are
responsible for the growth measurement. One of those parameters is the total number of
employees in the organization. It has been found that the number of employees in an
organization increases with the financial growth of the same. However Dobre (2013) stated
that employees themselves, costs money and hence a better way to measure the employee
based organizational growth includes the change in company or departmental revenue
generated per employee. Another parameter of measuring organizational growth includes
revenues. Organizational growth is basically measured by its revenue and increment in the
brand value. However it should be understood that greater revenue does not define greater
possibilities. In periods of very quick growth expenses can spiral upward and out of control
leaving a company strapped for cash and facing an uncertain future, at best.

17EMPLOYEE ENGAGEMENT
Summery
From the above literature review it can be clearly understood that employee
engagement is a highly crucial aspect when it comes to organizational development. The
engagement of the employees is highly dependent on the Human resource management. The
recruitment and the managing process of the HRM determine whether employees are going to
sustain or not. When it comes to employee empowerment, this strategy can definitely
enhance employee engagement as well as loyalty of them towards the organization. Another
fact that was found is that leadership style and behaviour of the leaders in an organization
poses direct relationship with organizational performance. Additionally employees are able to
experience pride of ownership since this strategy enables them to express initiatives as well
as creativity without asking permission from the superiors.
Literature gap
One of the major literature gaps that have been encountered while reviewing the
literature is lack of relevant data. Not only are this, majority of the literatures found to have
conducted research on the retail industry. Thus, there prevails an opportunity for the
researchers to research on organizational performance on various industries in future.

18EMPLOYEE ENGAGEMENT
Chapter 3: Research Methodology
Research Philosophy
The philosophy of a research determines the perception of conducting the research
while considering the purpose and rationale of the research under constrains of research
scopes and obligations. Realism, Positivism and Interpretivism are the three basic types of
research philosophy that could be complied with to chose the research design and
presentation (Collis and Hussey 2013). This research needs real time data collection from
direct and rational interpretation of massive amount of data through logical reasoning.
Therefore, this research has positivism research philosophy that has guided the research
method to formulate a positivist and data oriented analysis process. Interpretivism philosophy
is more helpful for socio-psychological interpretation and realism is a philosophy of selective
tools. Therefore, the research philosophy of this research is positivism.
Research design and approach
The research design is the foundation of the research that holds the structure of the
research though developing the research variables and data collection to data analysis and
discussion phase. The research design holds the structure of the research aligned with the
purpose aims. Exploratory, Explanatory and Descriptive are three basic types of research
design that a research can adopt (Hair Jr et al. 2015). The aim of this research is examining
the essentiality of employee engagement under the light of organisational development and
need assessment for Handy Holding. At the same time, this research does not have any pre-
determination or assumption. Therefore, to explore the unknown factors or variables
exploratory research design has been adopted. On the other hand, the research also has three
optional research approaches namely inductive, deductive and adductive research approach.

19EMPLOYEE ENGAGEMENT
The purpose of this research is to inducting the topic under the light of chosen organisation
without having pre-assumption or hypothesis to prove. Therefore, this research has followed
the inductive research approach. The inductive research approach also guided the research to
choose appropriate data collection technique and data analysis mode.
Data collection methods:
Data collection is an essential part of any research that determines the baseline results
before developing the finale outcome through data analysis procedure. A research can use
either secondary or primary or both types of data collection. The primary data collection is
based on real field work based data collection through involving participants or through
instrumental calibration. In management and human resource, related studies survey and
interview are two common primary research methods (Mills, Culbertson and Fullagar 2012).
In this research, both survey and interview have been conducted on the ground level
employees and managers of the chosen company. As secondary data collection process the
literature review has been done. Therefore, the research has followed a mixed data collection
approach.
Utrecht Work Engagement Scale test questioner has been used as a structure survey
procedure. Utrecht Work Engagement Scale or UWES has three implementable versions
namely UWES-9, UWES-15 and UWES-17 (Fong. and Ng 2012). The prefix numbers define
the total number of items considered during collecting the feedback from participants.
Utrecht Work Engagement Scale is a 3 dimensional data collection procedure for employee
engagement that includes Vigour, Dedication and Absorption of an employee. Vigour refers
the physical and mental energy of health condition of the employees with regards to their
willingness to invest effort. Dedication refers the passionate involvement of an individual
considering the enthusiasm, inspiration and pride.

20EMPLOYEE ENGAGEMENT
Vigour Dedication Absorption
1. At my work I feel like
busting with energy
1. I find the work that I do
meaningful and purposeful
1. Time flies when I am at work
2. At my job I feel strong and
vigorous
2. I am enthusiastic about my
job
2. When I work, I forget
everything else around me
3. When I get up in the morning
I feel like going to work
3. My job inspires me 3. I feel happy when I work
intensively
4. I can continue to work for
long periods of time
4. I am proud of the work that I
do
4. I am impressed in my work
5. At my job, I am mentally
resilient
5. My job is challenging enough 5. I get carried away when I
work
6. At my job, I always
persevere, even when things do
not go well
6. It is difficult to detach myself
from my job
Options
Never Very
Infrequently
Infrequently Sometimes Frequently Very
frequently
Always
Table1: UWES-17 structure
Source: (Mills, Culbertson and Fullagar 2012)
The interview session has been conducted to collect the opinions of the managers
regarding their existing employee engagement and scopes of improvement. The semi-
structured open ended interview questions have been asked to the respondents that included
both Yes/No and descriptive questions.
Sampling:
The sampling refers the selection of participants for data collection considering their
characteristics, significance and size. Sampling methods can be segregated into two major
types namely Probability or random sampling and Non-probability or systematic sampling. In

21EMPLOYEE ENGAGEMENT
this research collecting the practical and unbiased data regarding employee engagement of
Hand Holding company was essential. Therefore, to make the responses unbiased and
feasible, random sampling method has been used to choose participants for survey questioner.
Random sampling is only used to select the ground level employees and their responses.
Initially, the survey form has been distributed to all the participants who wanted to participant
in the survey session. After conducting survey 30 response sheets have been chosen randomly
from all submitted responses. To collect the data regarding leadership and management
components and their impact on the employee engagement 3 managers have been
interviewed. For interview non-probability sapling was used where 3 managers has been
chosen depending on the availability and willingness.
Data analysis method:
Data analysis is the conclusion developing tool that allows analysing the collected
data through qualitative or quantitative analysis. Quantitative analysis refers the mathematical
analysis of the collected data that involves various interrelated numerals and their
significance value for statistical operation. This study has used frequency Distribution based
statistical analysis for the survey based data collection. To analyse the result of UWES-17
test the response ‘never’ scored as 0 and ‘always’ scored as 6 (Sekaran and Bougie 2016).
The analysed data has been presented in graphical format including both 2dimentional and 3
dimensional graphical representations. The mean values of Vigour Dedication and
Absorption has been analysed. For finding the interrelation between the major attributes, the
simple correlation analysis has been executed through SPSS software. To analyse the
collected information from interview session the qualitative method has been used. The
qualitative method has been presented with the thematic data analysis.

22EMPLOYEE ENGAGEMENT
Ethical consideration
Ethical consideration is the major concern of any research that holds the viability,
applicability, feasibility and reliability of any research. The ethical consideration shows the
legal compliance during the data collection procedure and the approach of utilising various
primary research tools such as survey and interview (Sekaran and Bougie 2016). In this
research, both survey and interview tool have been used. Willingness of the participants was
the major concern before and during the data collection procedure. Before conducting the
survey the chosen respondents were provided with a document stated brief information
regarding the purpose and the significance of the research. At the same time, the survey
responses have been accepted after complete acknowledgement from the resonance. The
survey questioner and the interview questions have been developed in a way that preserved
the confidentiality and privacy of the participants. At the same time, the respondents of
interview session were free to skip any question or even quit the session whenever they
wanted. The “UNIVERSITY NAME” data protection and privacy preservation authority
have approved the authenticity of the data collection procedure. The research has been
conducted complying with the Data protection and Privacy and accordingly the raw data can
be accessible only by the researchers. It has been firmly assured, that the collected data and
confidential information has been and will be used only for this research.
Summary
Considering the research objectives the research methodology has been chosen and
the tools have been used. In a nutshell, this research has positivism research philosophy that
has guided the research method to formulate a positivist and data oriented analysis process.
At the same time, to explore the unknown factors or variables exploratory research design has
been adopted. Besides, this research has followed the inductive research approach. Both
primary and secondary data collection have been done for this research. In this research, both

23EMPLOYEE ENGAGEMENT
survey and interview have been conducted on the ground level employees and managers of
the chosen company. As secondary data collection process the literature review has been
done. Utrecht Work Engagement Scale test questioner has been used as a structure survey
procedure. Random sampling method has been used to choose 30 participants for survey
questioner. For interview non-probability sapling was used where 3 managers has been
chosen depending on the availability and willingness. This study has used frequency
Distribution based statistical analysis for the survey based data collection. To analyse the
collected information from interview session the qualitative method has been used. The
qualitative method has been presented with the thematic data analysis. The research has been
conducted complying with the Data protection and Privacy act.

24EMPLOYEE ENGAGEMENT
Chapter 4: Data Presentation and Data Analysis
Data findings and presentation
Age group
Years Number Percentage
20 to 30 6 20
30 to 40 9 30
40 to 50 12 40
50 to 60 3 10
Gender Group
Gender Number Percentage
Male 18 60
Female 12 40
Annual income
Income Number Percentage
Below 100000 3 10
100000 to 150000 9 30
150000 to 200000 6 20
200000 to 250000 9 30
250000 to 300000 3 10

25EMPLOYEE ENGAGEMENT
Level of occupation
Level Number Percentage
Ground level employee 18 60
Leader 9 30
Lower Management Level 3 10
Quantitative data presentation from survey results
V1. At my work I feel like busting with energy
Option (value) Frequency Total Score (value x freq)
Never (0) 3 0
Very Infrequently (1) 7 7
Infrequently (2) 7 14
Sometimes (3) 4 12
Frequently (4) 4 16
Very frequently (5) 3 15
Always (6) 2 12
Mean Score 2.5
V2. At my job I feel strong and vigorous
Option (value) Frequency Total Score (value x freq)
Never (0) 4 0
Very Infrequently (1) 6 6
Infrequently (2) 8 16
Sometimes (3) 4 12
Frequently (4) 5 20
Very frequently (5) 2 10
Always (6) 1 6
Mean Score 2.3
V3. When I get up in the morning I feel like going to work
Option (value) Frequency Total Score (value x freq)
Never (0) 3 0

26EMPLOYEE ENGAGEMENT
Very Infrequently (1) 6 6
Infrequently (2) 8 16
Sometimes (3) 6 18
Frequently (4) 5 20
Very frequently (5) 1 5
Always (6) 1 6
Mean Score 2.4
V4. I can continue to work for long periods of time
Option (value) Frequency Total Score (value x freq)
Never (0) 1 0
Very Infrequently (1) 6 6
Infrequently (2) 7 14
Sometimes (3) 6 18
Frequently (4) 5 20
Very frequently (5) 4 20
Always (6) 1 6
Mean Score 2.8
V 5. At my job, I am mentally resilient
Option (value) Frequency Total Score (value x freq)
Never (0) 2 0
Very Infrequently (1) 6 6
Infrequently (2) 5 10
Sometimes (3) 6 18
Frequently (4) 5 20
Very frequently (5) 4 20
Always (6) 2 12
Mean Score 2.9
V6. At my job, I always persevere, even when things do not go well
Option (value) Frequency Total Score (value x freq)
Never (0) 1 0
Very Infrequently (1) 6 6
Infrequently (2) 5 10
Sometimes (3) 6 18
Frequently (4) 5 20
Very frequently (5) 4 20
Always (6) 3 18

27EMPLOYEE ENGAGEMENT
Mean Score 3.1
Vigour components Mean values
V1. At my work I feel like busting with energy 2.5
V2. At my job I feel strong and vigorous 2.3
V3. When I get up in the morning I feel like going to work 2.4
V4. I can continue to work for long periods of time 2.8
V5. At my job, I am mentally resilient 2.9
V6. At my job, I always persevere, even when things do not go well 3.1
Mean 2.7
V1. V2. V3. V4. V5. V6.
0
0.5
1
1.5
2
2.5
3
3.5
4
Mean
D1. I find the work that I do meaningful and purposeful
Option (value) Frequency Total Score (value x freq)
Never (0) 2 0
Very Infrequently (1) 5 5
Infrequently (2) 5 10
Sometimes (3) 4 12
Frequently (4) 7 28
Very frequently (5) 4 20

28EMPLOYEE ENGAGEMENT
Always (6) 3 18
Mean Score 3.1
D2. I am enthusiastic about my job
Option (value) Frequency Total Score (value x freq)
Never (0) 4 0
Very Infrequently (1) 5 5
Infrequently (2) 5 10
Sometimes (3) 4 12
Frequently (4) 6 24
Very frequently (5) 4 20
Always (6) 2 12
Mean Score 2.8
D3. My job inspires me
Option (value) Frequency Total Score (value x freq)
Never (0) 2 0
Very Infrequently (1) 5 5
Infrequently (2) 5 10
Sometimes (3) 4 12
Frequently (4) 8 32
Very frequently (5) 4 20
Always (6) 2 12
Mean Score 3
D4. I am proud of the work that I do
Option (value) Frequency Total Score (value x freq)
Never (0) 2 0
Very Infrequently (1) 3 3
Infrequently (2) 5 10
Sometimes (3) 4 12
Frequently (4) 8 32
Very frequently (5) 6 30
Always (6) 2 12
Mean Score 3.3
D5. My job is challenging enough

29EMPLOYEE ENGAGEMENT
Option (value) Frequency Total Score (value x freq)
Never (0) 1 0
Very Infrequently (1) 4 4
Infrequently (2) 4 8
Sometimes (3) 5 15
Frequently (4) 7 28
Very frequently (5) 6 30
Always (6) 3 18
Mean Score 3.4
Dedication components Mean values
D1. I find the work that I do meaningful and purposeful 3.1
D2. I am enthusiastic about my job 2.8
D3. My job inspires me 3
D4. I am proud of the work that I do 3.3
D5. My job is challenging enough 3.4
Mean 3.1
D1. D2. D3. D4. D5.
0
0.5
1
1.5
2
2.5
3
3.5
4
Mean

30EMPLOYEE ENGAGEMENT
A1. Time flies when I am at work
Option (value) Frequency Total Score (value x freq)
Never (0) 4 0
Very Infrequently (1) 4 4
Infrequently (2) 6 12
Sometimes (3) 5 15
Frequently (4) 6 24
Very frequently (5) 2 10
Always (6) 3 18
Mean Score 2.8
A2. When I work, I forget everything else around me
Option (value) Frequency Total Score (value x freq)
Never (0) 4 0
Very Infrequently (1) 4 4
Infrequently (2) 6 12
Sometimes (3) 7 21
Frequently (4) 6 24
Very frequently (5) 2 10
Always (6) 1 6
Mean Score 2.6
A3. I feel happy when I work intensively
Option (value) Frequency Total Score (value x freq)
Never (0) 3 0
Very Infrequently (1) 4 4
Infrequently (2) 6 12
Sometimes (3) 8 24
Frequently (4) 5 20
Very frequently (5) 2 10
Always (6) 2 12
Mean Score 2.7
A4. I am impressed in my work

31EMPLOYEE ENGAGEMENT
Option (value) Frequency Total Score (value x freq)
Never (0) 2 0
Very Infrequently (1) 3 3
Infrequently (2) 6 12
Sometimes (3) 8 24
Frequently (4) 6 24
Very frequently (5) 2 10
Always (6) 3 18
Mean Score 3
A5. I get carried away when I work
Option (value) Frequency Total Score (value x freq)
Never (0) 2 0
Very Infrequently (1) 5 5
Infrequently (2) 6 12
Sometimes (3) 8 24
Frequently (4) 6 24
Very frequently (5) 2 10
Always (6) 1 6
Mean Score 2.7
A6. It is difficult to detach myself from my job
Option (value) Frequency Total Score (value x freq)
Never (0) 2 0
Very Infrequently (1) 4 4
Infrequently (2) 7 14
Sometimes (3) 8 24
Frequently (4) 5 20
Very frequently (5) 2 10
Always (6) 2 12
Mean Score 2.8
Absorption Components Mean values
A1. Time flies when I am at work 2.8
A2. When I work, I forget everything else around me 2.6

32EMPLOYEE ENGAGEMENT
A3. I feel happy when I work intensively 2.7
A4. I am impressed in my work 3
A5. I get carried away when I work 2.7
A6. It is difficult to detach myself from my job 2.8
Mean 2.8
A1. A2. A3. A4. A5. A6.
0
0.5
1
1.5
2
2.5
3
3.5
4
Mean
Dimensions of employee engagement Mean values
Vigour 2.7
Dedication 3.1
Absorption 2.8

33EMPLOYEE ENGAGEMENT
Vigour Dedication Absorption
2.5
2.6
2.7
2.8
2.9
3
3.1
3.2
Mean values
Simple Correlation for all variables
Inter-Item Correlation Matrix
Age Gender
Annual_
Income
Occupation
_level Vigour Dedication Absorption
Age 1.000 .386 .781 .535 .394 .215 .353
Gender .386 1.000 .402 .467 .271 .048 .148
Annual_Income .781 .402 1.000 .724 .373 .121 .412
Occupation_level .535 .467 .724 1.000 .515 .437 .449
Vigour .394 .271 .373 .515 1.000 .681 .736
Dedication .215 .048 .121 .437 .681 1.000 .370
Absorption .353 .148 .412 .449 .736 .370 1.000
From the above simple correlation method it has been found that the occupation level
and the Annual income has the correlation coefficient is 0.724, which signifies that the level
of occupation and the annual income is very interrelated. It has been found that the age do not
influence any of the three attribute of employee engagement. From the correlation between
the three attributes of employee engagement it has been found that Vigour and the Dedication
is significantly related with the correlation coefficient of 0.891. At the same time the
Absorption and the Vigour is highly interrelated with the coefficient of 0.736. However, there
is no significant correlation between Absorption and Dedication.

34EMPLOYEE ENGAGEMENT
Brief outcomes of interview
The age of the participant of the employees varies from 30 to 55 years. They also
have at least 1 to 5 years of experience.
Current situation of employee engagement in Handy Holding
Manager 1 and Manager 2 has clearly mentioned that the performance of the initial
phase of the shift usually better than the second half of the shift. Besides, manger 2
mentioned that, due to lack of employee count, especially in sales and marketing department
the work pressure often goes higher than expected. Manager 3 on the other hand replied that
the compensation policies for the employees have not been changed from last 3 years. He
added that conflict between employee expectation and the organisational policies could cause
negative engagement or impulsive effect.
How employee engagement are effecting organisational performance
According to Manager 3, the major impact of less employee engagement has been
identified as low employee attrition rate. Manager 2 also supported this statement by
informing that from last 3 years, each year the turnover rate is increasing at least 5 percent.
Manager 1 said that decreasing employee engagement also affecting the productivity of the
different departments. He also added that, it reduces the consumer retention as well as market
monitoring capabilities of the company. These issues directly reduce the profit margin while
increasing the cost of workforce management.
Effective Process of enhancing employee engagement
Manager 1 directly pointed out on the current shift management policies of the
organisation. According to his opinion, making the shift more flexible, specially for
marketing and sales department can positively improve the current situation of less employee

35EMPLOYEE ENGAGEMENT
engagement. Manager 2 and Manager 3 however mentioned about various workforce
empowerment programs to improve their enthusiasm and dedication towards work process.
Manager 3 stated that effective leadership can improve the workforce culture and
subsequently can improve the employee engagement level. He also stated that, to improve the
leadership capabilities the leaders of various departments can be trained by management.
Major components that will need special attention during implementation and change
Manager 2 has identified financial benefit of the company as a final indicator of improved
employee engagement. He stated that it could be done through monitoring Human Resource
related cost and improved profit margin due to performance enhancement. Manager 1 and
Manager 3 both suggested that Handy Holding should taking care of the strength and
weakness of individual employees as well as the departments collectively. Manager 3 also
suggested that, conducting routine feedback session through survey could help the
management to supervise and monitor the effectiveness of employee engagement
improvement procedure for further modification.
Data analysis and discussion
Employee engagement in Handy Holding
From the quantitative analysis it has been clear that the employee engagement of
Handholding is significantly low than the expected value, which is above 3. The study also
showed that the vigour of employees is significantly low which is minimising the overall
performance as well as employee engagement. From interview session it also has been found
that rigid and non-flexible shift timing of the marketing and sales department is causing lower
employee engagement. The survey report suggested that employees have significant amount

36EMPLOYEE ENGAGEMENT
of dedication that shows the potential improvement of employee engagement with proper
interventions and changes. The lower absorption shows that employees are not adopting the
work process with enough speed. This lower rate might be the cause of high employee
turnover rate. It has been found, that decreasing employee engagement also affecting the
productivity of the different departments. It is also reducing the consumer retention as well as
market monitoring capabilities of the company. All these issues are directly reducing the
overall profit margin while increasing the cost of workforce management due to recruitment
and induction related delays.
Interventions of HRM
Considering the fact that, human resource department is the only department that
deals with employee retention and attrition, HRM is highly crucial in the organizations of the
1st world countries. Purce (2014) stated that HRM is important in the contemporary
organizations since it not only induce high performance management with the help of the
staffs but also enhances the revenue of the organization with the help of consumer service,
productivity, growth, quality control and profit. While malleability possess the potential of
moulding the employees so that they can easily accept the cultural norms of each other and
thus an effective bond is established between them. When it comes to flexibility in includes
most reliable and versatile employees. All the tree approaches are followed by the HR
managers in order to ensure a work friendly and employee friendly workplace. This in turn,
not only prevent employee attrition but also helps the organization to attract more trained and
highly skilled employees and thus gain competitive advantage in the given market. From the
correlation between the three attributes of employee’s engagement it has been found that
Vigour and the Dedication is significantly related. At the same time the Absorption and the

37EMPLOYEE ENGAGEMENT
Vigour is highly interrelated. However, there is no significant correlation between Absorption
and Dedication. Therefore, the HRM of handholding has to prioritise the Vigour level to
increase the Absorption.
Significance of Leadership in employee engagement
Fernandez and Moldogaziev (2013) stated that the chief aim of an organization is to
sustain competitive advantage while considering to be effective between demands of various
stakeholders. Appropriate leadership style possesses the potential to influence the success as
well as the financial growth of both the company as well as the employees working in it.
Intended for the development of effective organizations, understanding the connection
between transformational leadership and the organizational performance is an important
factor. Bello (2012) suggested that leaders needs to be flexible and should not bind them in a
specific leadership style. A leader should select his or her leadership style depending on the
scenario where monitoring is needed. Leadership behaviour and styles can be defined as the
way the functions of leaderships are carried out. The leadership style of a leader determines
the behaviour and attitude of the leader towards its employees. According to Arham and
Muenjohn (2012) monitoring the team efficiently is highly crucial in order to establish
effective leadership for enhancing organizational performance. Through effective monitoring
leaders are able to understand the strengths as well as weaknesses of the team members
which in turn will help them to determine the measures that need to be taken for enhancing
the skills of the employees. A leader who is completely engaged with the team possesses the
ability to discover all sorts of insights. The insights could even include personal issues of the
employees, like conflicts that possess the potential to impose negative impact on the
performance of the employees. Effective leaders are found to keep a consistent touch with
each of their team members. Regular meetings are conducted in order to identify any issues

38EMPLOYEE ENGAGEMENT
faced by the team members so that they can be eradicated to prevent deterioration of
organizational performance.
Chapter 5: Conclusion
Conclusion
From the above study and discussion section it has been found that low employee
engagement is a major issue in Handy Held PTY LTD that is reducing the overall profit
margin as well as the business performance. It can be said that, Employee Responsibilities
and Commitment in other words employee engagement is a critical factor, which considers
the way that withdrawal of any worker prompts representatives' absence of responsibility to
work and absence of inspiration. The leadership style of a leader determines the behaviour
and attitude of the leader towards its employees. On the other hand, HRM is important in the
contemporary organizations since it not only induce high performance management with the
help of the staffs but also enhances the revenue of the organization with the help of
consumer service, productivity, growth, quality control and profit. Moreover, it can be
concluded that Human Resource Management and Lairdship style are highly significant in
changing the employee engagement rate and motivating the employees.
Linking with aims
Finding out the significance of employee engagement in organisational performance
From the secondary research data, it has been found that employee engagement can
influence productivity or individual employee by regulating the willingness and enthusiasm.
Vigour, Dedication and Absorption are three major dimensions of employee engagement.
Finding out current situation of employee engagement in Handy Holdings Pvt. Ltd

39EMPLOYEE ENGAGEMENT
It has been found that the company has currently low employee engagement rate due
to the rigid and tough shift timings. As a result, the employee turnover is increasing causing
additional monitory investment for workforce management.
How Handy Holding Pvt. Ltd can improve the existing employee engagement
Providing training to the leaders of various departments and conducting employee
empowerment program can improve the employee engagement. Making the work shift
flexible and amending the compensation policies are also significant procedure of
improvement.

40EMPLOYEE ENGAGEMENT
Chapter 6: Recommendation
Recommendation for the organisation
From the above discussion, the following recommendations have been made for
Handy Holding Pvt. Ltd.
 Handy Holding Pvt. Ltd should make their shift timing more flexible specially for
marketing and sale department to increase the vigour of the employees. It will also
increase the physical and mental engagement capabilities of the employees
 The management should change the employee compensation policies to keep the
employees motivated. Increasing the annual budget for employee compensation will be
also very effective for increasing employee engagement.
 The Human Resource department should provide training to the leaders as well as ground
employees. Providing training to the department leaders regarding the appropriate
leadership strategy and cultural competence can improve the leadership capabilities.
 The management should also arrange various employee empowerment programs or
conduct multiple employee encouraging activities like rewording and compensating.
Through these employees will get more motivated and dedicated towards the company.
Future Scope
This study focused only on the purpose and significance of employee engagement and
its core components under the light of Handy Holding company. However, the strategic
intervention of Human Resource Management and operational changes of organisational
procedure have not been analysed properly. Therefore, in further study the strategic human
resource management and significance of organisational architecture could be examined and
discussed.

41EMPLOYEE ENGAGEMENT
References:
Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human
resource management practices, engagement and employee behaviour: a moderated
mediation model. The international journal of human resource management, 24(2), pp.330-
351.
Anitha, J., 2014. Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3),
p.308.
Arham, A.F. and Muenjohn, N., 2012. Leadership and organisational performance in
Malaysian SMEs: The mediating role of entrepreneurial orientation. Business and
Information, 2012, pp.31-41.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bello, S.M., 2012. Impact of ethical leadership on employee job performance. International
Journal of Business and Social Science, 3(11).
Bolden, R., 2016. Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and
performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-
56.

42EMPLOYEE ENGAGEMENT
Chiang, C.F. and Hsieh, T.S., 2012. The impacts of perceived organizational support and
psychological empowerment on job performance: The mediating effects of organizational
citizenship behavior. International journal of hospitality management, 31(1), pp.180-190.
Cole, M.S., Walter, F., Bedeian, A.G. and O’Boyle, E.H., 2012. Job burnout and employee
engagement: A meta-analytic examination of construct proliferation. Journal of
management, 38(5), pp.1550-1581.
Collis, J. and Hussey, R., 2013. Business research: A practical guide for undergraduate and
postgraduate students. Macmillan International Higher Education.
Dobre, O.I., 2013. Employee motivation and organizational performance. Review of Applied
Socio-Economic Research, 5(1).
Dobre, O.I., 2013. Employee motivation and organizational performance. Review of Applied
Socio-Economic Research, 5(1).
Ejere, E.I. and Ugochukwu, D.A., 2013. Impact of transactional and transformational
leadership styles on organisational performance: Empirical evidence from Nigeria. The
Journal of Commerce, 5(1), p.30.
Fernandez, S. and Moldogaziev, T., 2013. Employee empowerment, employee attitudes, and
performance: Testing a causal model. Public Administration Review, 73(3), pp.490-506.
Fong, T.C.T. and Ng, S.M., 2012. Measuring engagement at work: Validation of the Chinese
version of the Utrecht Work Engagement Scale. International journal of behavioral
medicine, 19(3), pp.391-397.
Hair Jr, J.F., Wolfinbarger, M., Money, A.H., Samouel, P. and Page, M.J., 2015. Essentials of
business research methods. Routledge.

43EMPLOYEE ENGAGEMENT
Handyholdings.com. , 2016. Welcome to Handy Holding Pvt Ltd. [online]
Handyholdings.com. Available at: http://www.handyholdings.com/ [Accessed 31 Dec. 2018].
Harris, A., 2013. Distributed leadership: Friend or foe?. Educational Management
Administration & Leadership, 41(5), pp.545-554.
Jiang, K., Lepak, D.P., Han, K., Hong, Y., Kim, A. and Winkler, A.L., 2012. Clarifying the
construct of human resource systems: Relating human resource management to employee
performance. Human resource management review, 22(2), pp.73-85.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management
influence organizational outcomes? A meta-analytic investigation of mediating
mechanisms. Academy of management Journal, 55(6), pp.1264-1294.
Katou, A.A., 2015. Transformational leadership and organisational performance: Three
serially mediating mechanisms. Employee Relations, 37(3), pp.329-353.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource
practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Leggat, S.G. and Balding, C., 2013. Achieving organisational competence for clinical
leadership: the role of high performance work systems. Journal of health organization and
management, 27(3), pp.312-329.
Men, L.R. and Stacks, D.W., 2013. The impact of leadership style and employee
empowerment on perceived organizational reputation. Journal of Communication
Management, 17(2), pp.171-192.
Meyerson, G. and Dewettinck, B., 2012. Effect of empowerment on employees
performance. Advanced Research in Economic and Management Sciences, 2(1), pp.40-46.

44EMPLOYEE ENGAGEMENT
Mills, M.J., Culbertson, S.S. and Fullagar, C.J., 2012. Conceptualizing and measuring
engagement: An analysis of the Utrecht Work Engagement Scale. Journal of Happiness
Studies, 13(3), pp.519-545.
Mishra, K., Boynton, L. and Mishra, A., 2014. Driving employee engagement: The expanded
role of internal communications. International Journal of Business Communication, 51(2),
pp.183-202.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals), pp.67.
Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach.
John Wiley & Sons.
Weng, Q. and McElroy, J.C., 2012. Organizational career growth, affective occupational
commitment and turnover intentions. Journal of Vocational Behavior, 80(2), pp.256-265.

45EMPLOYEE ENGAGEMENT
Appendices:
Appendix1: Interview Transcript
Question1:
Interviewer: Would you mind to share your age and the number of years of experience you
have as a manager?
Manager 1: I am 57 Years old and I am working for Handy Holding in managerial post
since 7 years
Manager 2: I have just joined as a manager in last year. I am 32 years old.
Manager 3: My age is 45 years and I have 4 years of working experience in this company
as a manager.
Question 2:
Interviewer: What is your opinion about the current situation of employee engagement
in Handy Holding, considering the turnover rate as well?
Manager 1: I have seen people becoming depressed or showing lack of interest n the
second half of their shift, which is very disappointing for me as well.
Manager 2: People are becoming tired somehow, especially after the first half of thir
shift. Currently it is a major issue in sales and marketing department.
Manager 3: Compensation can encourage employees, where our policies have not
changed from at least past 3 years.
Question3:
Interviewer: How is the current situation of employee engagement affecting the overall
performance of this organisation?
Manager 1: Lack of employee is reducing the productivity of all departments. As a
result consumer relation and market monitoring capability are also being
declined drastically.
Manager 2: We can clearly see the situation from the turnover rate itself. From past 3
years the rate has been increased at least 5 percent, causing major internal
distress.
Manager 3: Employee turnover, which can be seen clearly from any position of the

46EMPLOYEE ENGAGEMENT
management. Both workforce efficiency and profitability got affected.
Question4:
Interviewer: Would you like to recommend or suggest anything for the management
that could be very helpful to enhance the employee engagement?
Manager 1: Shift management can be a crucial factor. It should be more flexible,
specially for some departments like marketing.
Manager 2: Employees need empowerment. Getting board of robotic work
environment is not an unexpected thing.
Manager 3: When everything fails, a leader can show the path. All department needs
healthy and encouraging culture through those they can be always
encouraged.
Question 5:
Interviewer: During the implementation of change, which factors will you consider as
the indicators and which will need most attention?
Manager 1: Each employee has specific strength and weakness. Considering those
while making change and even allocating duties could backup the whole
transformation plan.
Manager 2: Financial improvement is the final indicator of growth. We need more
financial support in HR systems so than new policies and procedures can
be imposed successfully.
Manager 3: We need employees’ opinion as well. So, Surveying or interviewing will
be very effective.

47EMPLOYEE ENGAGEMENT
Appendix2: Survey Paper
Name of the Participant
Demographics
1. Age of the Participant 20 to 30 years 30 to 40 years 40 to 50 years 50 to 60 years
2. Gender of the Participant Male Female
3. Annual income of the Participant Below 100000 100000 to
150000
150000 to
200000
200000 to
250000
250000 to
300000
4. Level of Occupation Ground level employee Leader Lower Management Level
Questions Never Very
Infrequentl
y
Infrequently Sometimes Frequently Very
frequentl
y
Always
V1. At my work I feel like busting with
energy
V2. At my job I feel strong and
vigorous
V3. When I get up in the morning I feel
like going to work
V4. I can continue to work for long
periods of time
V5. At my job, I am mentally resilient
V6. At my job, I always persevere, even
when things do not go well
D1. I find the work that I do meaningful
and purposeful
D2. I am enthusiastic about my job
D3. My job inspires me
D4. I am proud of the work that I do
D5. My job is challenging enough
A1. Time flies when I am at work
A2. When I work, I forget everything
else around me

48EMPLOYEE ENGAGEMENT
A3. I feel happy when I work
intensively
A4. I am impressed in my work
A5. I get carried away when I work
A6. It is difficult to detach myself from
my job