Employee Engagement and HR Practices

This assignment provides a comprehensive analysis of employee engagement across various regions. It includes studies on job burnout and employee engagement, talent management in China and India, and the relationship between service orientation, employee engagement, and leadership style. The findings are presented in the form of tables, figures, and matrices, providing a detailed understanding of employee engagement trends.

Running head: EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Name of the Student
Name of the University
Author Note

1EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Executive Summary
The report has shed light on the employee engagement in three countries: like China, Germany
and India. The reason behind choosing these countries are the current challenges that these
nations have that is needed to be mitigated. The challenges and strategies are important in this
case and motivational factor, teamwork and engagement in work performance are the additional
development process required for the employee engagement. The stated cultural aspect needs to
be followed by all the employees of the organization and a particular session is needed for the
training 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 of
employees' engagement and how productivity will reach the optimum level is one of the factors
in that case.
In this research process, some management and leadership problem evolved in China.On the
other hand production related problem or the low workforce, the related problem persists in
Germany. In case of India, their motivation factor and situation of the employees are very
important and these will become a challenge for the nation. All these challenges, motivational
factors, communication needs and possible recommendations are also stated in the paper. In case
of future study, Hofstede model will help analyze the significance of all the aspects in respect of
employee engagement in China, Germany, and India.

2EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Table of Contents
1. Introduction..................................................................................................................................3
2. Background and Cross-cultural employee engagement..............................................................3
Literature Review.........................................................................................................................4
2.1 Cultural dimensional difference between China, Germany,and India...................................4
2.2Employee engagement in China.............................................................................................4
2.3 Employee engagement in Germany.......................................................................................5
Performance and Teamwork............................................................................................................6
2.5Motivation theory....................................................................................................................7
2.6 Role of employee engagement...............................................................................................8
2.7 Communication model and importance...............................................................................10
2.8 Problem, challenges of employee engagement in China, India,and Germany....................10
Problems in China..................................................................................................................10
Problems in Germany.............................................................................................................11
Problems in India....................................................................................................................11
Challenges in China................................................................................................................11
Challenges in Germany..........................................................................................................11
Challenges in India.................................................................................................................12
2.9 Employee engagement strategy in China, Indiaand Germany.............................................12
3. Recommendations......................................................................................................................15
4. Conclusion.................................................................................................................................15
References......................................................................................................................................16
Appendices....................................................................................................................................18

3EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION

4EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
1. Introduction
The cognitive approach to employee engagement and positive approach to the
organization help the level of production in an efficient way. The emotional understanding is
always there and that concerns with the expressing nature of the employees. If employees are not
getting adjustedin a right manner then it will be a tough process to handle the performance of the
company. Employees’ feeling and their roles of performance is the right way that defines them in
the organization. The level of engagement needs to be there if the psychological balance prevails
within the employees (Tang, Hull and Rothenberg 2012). Diverse culture in the organization is
important to get better opportunities and that is the reason working environment will get
enhanced. In some cases, job insecurity will come for cross-cultural cases and organizational
collectivistic positive approach is essential for the company.
The report has workedon the employee-engagement strategy and impact of this strategy
in China, India,and Germany. The practice processes and employee engagement
recommendations are also analyzed in this paper.
2. Background and Cross-cultural employee engagement
Culture is one of the basic elements of organizational success as the company has to
decide their culture so that they can influence their employee to follow that manner. The
processmay be indulged with their objectives or havea direct connection with the operational
process. So, whatever the situation in the company that persists on, it will have a cultural
involvement with employees (Mirvis 2012). Employee motivational goals and cultural difference
is the main aspect of conflict situations in the organization and mitigation process of this
situation is important for the development of the company.

5EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Literature Review
2.1 Cultural dimensional difference between China, Germany,and India
Figure 1: Hofstede Model of China, Germany,and India
(Source: Hofstede-insights.com 2018)
2.2Employee engagement in China
Employee engagement in China is not productive and employees are not very much
engaged in their work. The reason behind their not engagement is very crucial; sometimes
leaders' autocratic behavior forces them to do the work. 67% of the employee engagement issues
are noticed in China and that suggests the improving employee engagement nature of the
country. Employees are not motivated enough in this country still they are doing their best to
provide support for all the organization. On that occasion, performance outcome and profitability
may increase at its best but the situation in of workplace culture and workplace environment is

6EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
not productive at all. Active disengagement percentage is 53% in China that suggests half of the
employees of the nation are not willing to do their job freely.
2.3 Employee engagement in Germany
The situation of employee engagement in Germany is not so positive. Only 16% of the
employees are engaged with the work culture in Germany. The reason behind their lack of
engagement is the attitude of the employees. 68% of the employees are not putting their effort in
the workplace. The workplace culture and management problems are the major reason that
impacted over the employee engagement in Germany. 21% productivity is not accepted from the
nation. German management thinks that they are doing their job in an effective manner but the
improper leadership cases and disengagement of employees are the concern reason of business
decrease situation in Germany. 14% people are actively disengaged with the organization.
Motivation is a factor for employees as well as setting their goal or target achieving path is also a
directive way of the result and that may cause the situation also.
2.4 Employee engagement in India
Employee engagement in India is active and employees and management both are
benefited by that process. 52% employees are getting their value in every organization. In India,
employees are considered themselves as the resource of the organization so management tries to
do better opportunities for the employees and provide engagement process for employees. 62%
career development issue and employee engagement are depending on the mentality of the
employee, their choice, position, planning, objectives, roles and responsibilities of the workers.
The work-life balance is 74% in India and that is the reason employees in India have more
engagement as extra pressure is not persisted in the workplace.

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Performance and Teamwork
Work performance is important for the development of the organization. The situational
support in the organization always wants that every individual should perform in the workplace.
The most important part is the competitive analysis and organization is doing the process in an
ethical manner so that better outcome can be derived. Trainingrewards and all kind of intrinsic
motivational programs helps the performance and organization has to take care of that. There are
many training and development issues that will help employees’ development and improve the
skill process for the employees. Personal growth is important in case of teamwork and
development and organization financial performance is related to that. The internal process of the
balanced situation also maintains the equilibrium of market need and production rate.
Restructuring of employee engagement policy and improvement of the section are also important
in that state and that will convey the situation analysis as well. In case of performance objectives,
employees have to know their roles and responsibilities that will help in their team performance
as well.
Teamwork contributes positive work productivity and delivers constructive feedback to
the organization. The main focus of a team is to upgrade the organizational situation and make a
massive change in the between the performance of the organization. The approach of the
teamwork is always productive and all the decision-making states are delivered by the leader of
the organization. The feeling of the employees along with the challenges faced by them is the
concern situation of the organization. Team leaders have to play a vital role over here. In case of
productivity and alignment of practice engagement of employees’ has played an important part
in the organization. There are some changes in innovation, technologies and globalization and
teams also have to change their work procedure along with the process. The theory of teamwork

8EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
and Tuckman's theory is important to understand the situation. As the theory stated that, forming
of the team is very important as well as the formation of the team will encourage other team
members to make the team innovative and at the same time storming process help t attend the
norms and then the section of performance has come in the organization. The performance will
improve the situation also and team performance is depending on the adjourning situation of the
organization.
2.5Motivation theory
Motivation is an important factor for the development of the organization and in every
country the deliverance of motivation to their employees is different. In some cases, motivation
has come from the rewards, working conditions, brand image of the company or promotional
aspect of the employee. In that case, Herzberg Two factor theory is important in this research
process as the theory justify all aspects of motivation. There are two factors like motivational
factor and hygiene factor (Zablah et al. 2012). In case of a motivationalfactor,all the extrinsic
motivational factors like promotion, opportunities, personal growth, recognition, and
achievement all these are important for the development of the employee to work for fora hand
in the workplace and that is reflected in the outcome of the company.

9EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Figure 2: Herzberg Two Factors Model
(Source:Albrecht et al. 2015)
On the other hand, hygiene factor is related to the mental set up and adaptability of the
work. Quality of leader, communication, engagement with leaders and employees, physical
working condition, job security all these intrinsic motivational aspects are important for the
employee. In that case, employee engagement will enrich and better productivity will be
extracted from the employees.
2.6 Role of employee engagement
Employee engagement has four aspects and all these aspects are delivering high value to
the organization. The first aspect is commitment where the employees will commit to the
speculated work and get committed to other employees also in an effective manner (Vivek,
Beatty and Morgan 2012). The next thing is motivation and intrinsic and extrinsic motivation is

10EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
important in that case. The employee needs to get motivated so that their engagement with the
work will improve and effectiveness and the productivity enhances due to the process.
Figure 3: Roles of employee engagement
(Source: Cole et al. 2012)
Trust in the leader and employees isanother perspective that strengthens the employee
engagement. Trust over the co-worker and trust in leaders are also important to engage
employees in an efficient manner. The next section is dealing with the loyalty and in case of
loyalty, employees have to be loyal with their organization and work hard for the development of
the organization so that a good market position can be gained by that process.
CommitmentMotivationTrustLoyalty

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2.7 Communication model and importance
Communication is important for the engagement of employees as a gap in the
communication will impact over the relationship between employees and leaders. In that
case,Shannon and Weaver's model is important to understand the process of communication.
Here, the sender sends some codes through the channel. The channel in the case may be anxiety,
dilemma or any sort of power position situation is important in that case and that impacted over
the communication. After decoding the message recipient understand the meaning and then state
accordingly.
Communication is important for anticipating problems. It helps in making productive
decisions for the organization, coordinate the workflow and develop the relationship between
employees (Eccles, Perkins and Serafeim 2012). The process also helps in case of managing
knowledge and ideas and creativity and promotes the position to get a clear vision for the
company.
2.8 Problem, challenges of employee engagement in China, India,and Germany
Problems in China
1. Enormous environmental problems.
2. Banking bubble situations.
3. Fast-rising factory wages.
4. Growing political and social instability.
5. Economic instability in China.

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Problems in Germany
1. 84% of German people are not actively engaged in the workplace.
2. 48% employees are quitting the job because of their manager.
3. 65% organization in Germany is a low-turnover organization (Cooke 2012).
4. Most of the organizations are facing patient safety incidents and 41% organizations in
Germany have a quality deficit.
Problems in India
1. Generation gap and the agile workforce are not applicable in this country. The power related
issue is the most affecting factor of the country.
2. Individual personal aspiration is quite low in this nation.
3. Transformation of workplace policies is creating a problem for the employees.
4. Women engagement in the workplace is not productive enough and values are not transparent
enough to flow the organization.
Challenges in China
1. Command and control work process implemented by China is not working anymore.
2. Inexperienced people in management are considered as another problem for China.
3. The policies like one-child policy or increased labour cost are affecting employees' life in a
drastic way (Popli and Rizvi 2015).
Challenges in Germany
1. German managers’ mentality needs to improve. The leadership style and procedure is not
helpful for the organization.

13EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
2. Quality management and improvement in experience are also important for the German
employees.
Challenges in India
1. To mitigate employee engagement problem, experience employees need to engage to sustain
the condition of the organization (Kumar and Pansari 2015).
2. Flexibility in shift and employees motivational factors needs to identify the organization.
3. Teamwork and collaborative activities are not usually happened in the organization. The
organization needs to establish those facts.
2.9 Employee engagement strategy in China, Indiaand Germany
Leadership process needs to be changed in China as the autocratic leadership is important
in that case. Value-oriented decision making and fair and objective review process are important
for the nation to improve the performance (Abraham 2012). Smooth transit activities in
organization and act in social protection is important for the nation. 69% employees are engaged
with their organization and the ratio signifies that employees have enough faith in their
organization and they are ready to deliver the process that they have asked to deliver by their
leader. The autocratic leadership is accepted by the employees.

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Figure: Employee engagement in Asia
(Source: aon.com 2017)
Low-performance rate in the organization may deliver some equality works but the
production or the quantity of the product is very less (Altenburg, Bhasin and Fischer 2012). In
that case, more people engagement is the only option for the nation. Extrinsic motivation like
promotion, recognition, reward and group activities and team bonding need to be there in case of
developing employee engagement in India (Hewitt 2012). In case of India, 71% employee
engagement has been noticed. The reason behind the better situation is the democratic situation
of the country, as well as the development in work culture and better financial support in case of
management to the employees, is persisted in that place.
Effective performance management system, improvement goal setting, dyadic
discussions and strengthen employees’ commitment is another way to reframe the performance.
In case of Germany, passion and innovativeness is the concern factor of commitment and in that
case, better employment opportunity and engaged employees with innovative works are the main
aspect of talent management and influence them for the better work. Due to disengagement in

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Germany, a productivity loss of 151-186 billion US$ happens in each year. 58% employee
engagement has happened in this country so the rate of employees is not good, though innovative
work is being practiced in the nation. The reason behind the situation is simple as most of the
employees have not access the situation learning or the capacity to dwelling in the situation, thus
the rate of engagement decreases.
Figure: Employee engagement in Germany
(Source: Mirvis 2012)
Employees have to get involved with the organization situation by involving with open
communication. The channel of communication will be wider and proper in that case. Some of
the formulating work decisions are important for employees’ engagement and team bonding
activities are important in that case. Improvement of employees’ morale and staffing flexibility
along with the desired productivity is always important in that case (Cooke, Saini and Wang
2014). Involvement is generating the teams and their activities. In that case, the formation of
team and leadership perspective is important for the performance and involvement of employee
with the organization.

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3. Recommendations
Psychological need of employees is important for the retention of employee and working
for the development of the organization. Organization decision-making process needs to change
for best talents in the organization. Some special opportunities will be provided to them for that
reason. Improvement in communication is also important and due to that communication level,
some challenging situation can be solved. Extrinsic and intrinsic motivation needs to be there for
the development of the employees and these opportunities of motivation help them to do the
work in the proper form. Innovative idea implementation and ideas campaigning needs to be
evolved by the process and that will demonstrate the proper involvement process of employees.
4. Conclusion
Therefore it can be concluded that employee engagement strategy and commitment to the
work is an important aspect of organization development. In case of China, Germany, and India
motivational aspect or difference in cultural activity may showcase as a different one but in case
of the formative motivation of an employee intrinsic and extrinsic motivation is applicable for
any of the countries. Challenges, problems and cultural difference and their possible
recommendations all these are addressed in this paper and that somehow reflect the positive
outcome of the employee engagement.

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References
Abraham, S., 2012. Job Satisfaction as an Antecedent to Employee Engagement. SIES Journal of
Management, 8(2).
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An integrated
approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Altenburg, T., Bhasin, S. and Fischer, D., 2012. Sustainability-oriented innovation in the
automobile industry: advancing electromobility in China, France, Germany and India. Innovation
and Development, 2(1), pp.67-85.
Aon.com 2017 Trends in Global Employee Engagement retrieved from
http://www.aon.com/unitedkingdom/attachments/trp/2017-Trends-in-Global-Employee-
Engagement.pdf [Accessed on 22nd March 2018]
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.
Cooke, F.L., 2012. The globalization of Chinese telecom corporations: Strategy, challenges and
HR implications for the MNCs and host countries. The International Journal of Human Resource
Management, 23(9), pp.1832-1852.

18EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Cooke, F.L., Saini, D.S. and Wang, J., 2014. Talent management in China and India: A
comparison of management perceptions and human resource practices. Journal of World
Business, 49(2), pp.225-235.
Eccles, R.G., Perkins, K.M. and Serafeim, G., 2012. How to become a sustainable company. MIT
Sloan Management Review, 53(4), p.43.
Hewitt, A., 2012. 2012 Trends in global employee Engagement. Aon Corporation. Retrieved
August, 11, p.2013.
Kumar, V. and Pansari, A., 2015. Measuring the benefits of employee engagement. MIT Sloan
Management Review, 56(4), p.67.
Mirvis, P., 2012. Employee engagement and CSR: Transactional, relational, and developmental
approaches. California Management Review, 54(4), pp.93-117.
Popli, S. and Rizvi, I.A., 2015. Exploring the relationship between service orientation, employee
engagement and perceived leadership style: a study of managers in the private service sector
organizations in India. Journal of Services Marketing, 29(1), pp.59-70.
Tang, Z., Hull, C.E. and Rothenberg, S., 2012. How corporate social responsibility engagement
strategy moderates the CSR–financial performance relationship. Journal of Management
Studies, 49(7), pp.1274-1303.
Vivek, S.D., Beatty, S.E. and Morgan, R.M., 2012. Customer engagement: Exploring customer
relationships beyond purchase. Journal of marketing theory and practice, 20(2), pp.122-146.

19EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Zablah, A.R., Franke, G.R., Brown, T.J. and Bartholomew, D.E., 2012. How and when does
customer orientation influence frontline employee job outcomes? A meta-analytic
evaluation. Journal of Marketing, 76(3), pp.21-40.

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Appendices
Appendix 1
Figure 1: Employee engagement in a specific region of the world
(Source: Aon.com 2017)
Appendix 2

21EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Figure 2: Employee engagement matrix in different nations
(Source: Aon.com 2017)
Appendix 3

22EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
Figure 3: Employee profile, score, and comparison
(Source: Aon.com 2017)
Appendix 4
Figure 4: Employee engagement difference between Europe and the world

23EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
(Source: Aon.com 2017)
Appendix 5
Figure 5: Employee engagement between the Asia Pacific and the world
(Source: Aon.com 2017)