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Employee Engagement Strategy and Evaluation

   

Added on  2021-04-19

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Running head: EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATIONEMPLOYEE ENGAGEMENT STRATEGY AND EVALUATIONName of the StudentName of the UniversityAuthor Note
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1EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATIONExecutive SummaryThe report has shed light on the employee engagement in three countries: like China, Germanyand India. The reason behind choosing these countries are the current challenges that thesenations have that is needed to be mitigated. The challenges and strategies are important in thiscase and motivational factor, teamwork and engagement in work performance are the additionaldevelopment process required for the employee engagement. The stated cultural aspect needs tobe followed by all the employees of the organization and a particular session is needed for thetraining and development aspect for employees to make them deliver the importance of cross-cultural engagement in the organization. The paper also suggests the positive aspects ofemployees' engagement and how productivity will reach the optimum level is one of the factorsin that case. In this research process, some management and leadership problem evolved in China.On theother hand production related problem or the low workforce, the related problem persists inGermany. In case of India, their motivation factor and situation of the employees are veryimportant and these will become a challenge for the nation. All these challenges, motivationalfactors, communication needs and possible recommendations are also stated in the paper. In caseof future study, Hofstede model will help analyze the significance of all the aspects in respect ofemployee engagement in China, Germany, and India.
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2EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATIONTable of Contents1. Introduction..................................................................................................................................32. Background and Cross-cultural employee engagement..............................................................3Literature Review.........................................................................................................................42.1 Cultural dimensional difference between China, Germany,and India...................................42.2Employee engagement in China.............................................................................................42.3 Employee engagement in Germany.......................................................................................5Performance and Teamwork............................................................................................................62.5Motivation theory....................................................................................................................72.6 Role of employee engagement...............................................................................................82.7 Communication model and importance...............................................................................102.8 Problem, challenges of employee engagement in China, India,and Germany....................10Problems in China..................................................................................................................10Problems in Germany.............................................................................................................11Problems in India....................................................................................................................11Challenges in China................................................................................................................11Challenges in Germany..........................................................................................................11Challenges in India.................................................................................................................122.9 Employee engagement strategy in China, Indiaand Germany.............................................123. Recommendations......................................................................................................................154. Conclusion.................................................................................................................................15References......................................................................................................................................16Appendices....................................................................................................................................18
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3EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
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4EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION1. IntroductionThe cognitive approach to employee engagement and positive approach to theorganization help the level of production in an efficient way. The emotional understanding isalways there and that concerns with the expressing nature of the employees. If employees are notgetting adjustedin a right manner then it will be a tough process to handle the performance of thecompany. Employees’ feeling and their roles of performance is the right way that defines them inthe organization. The level of engagement needs to be there if the psychological balance prevailswithin the employees (Tang, Hull and Rothenberg 2012). Diverse culture in the organization isimportant to get better opportunities and that is the reason working environment will getenhanced. In some cases, job insecurity will come for cross-cultural cases and organizationalcollectivistic positive approach is essential for the company. The report has workedon the employee-engagement strategy and impact of this strategyin China, India,and Germany. The practice processes and employee engagementrecommendations are also analyzed in this paper. 2. Background and Cross-cultural employee engagementCulture is one of the basic elements of organizational success as the company has todecide their culture so that they can influence their employee to follow that manner. Theprocessmay be indulged with their objectives or havea direct connection with the operationalprocess. So, whatever the situation in the company that persists on, it will have a culturalinvolvement with employees (Mirvis 2012). Employee motivational goals and cultural differenceis the main aspect of conflict situations in the organization and mitigation process of thissituation is important for the development of the company.
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5EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATIONLiterature Review2.1 Cultural dimensional difference between China, Germany,and IndiaFigure 1: Hofstede Model of China, Germany,and India(Source: Hofstede-insights.com 2018)2.2Employee engagement in ChinaEmployee engagement in China is not productive and employees are not very muchengaged in their work. The reason behind their not engagement is very crucial; sometimesleaders' autocratic behavior forces them to do the work. 67% of the employee engagement issuesare noticed in China and that suggests the improving employee engagement nature of thecountry. Employees are not motivated enough in this country still they are doing their best toprovide support for all the organization. On that occasion, performance outcome and profitabilitymay increase at its best but the situation in of workplace culture and workplace environment is
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