Critical analysis of employee engagement strategies used by airline carriers and how they could be developed during the COVID - 19 Pandemic

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This research aims to critically analyze the employee engagement strategies used by airline carriers during the COVID-19 pandemic, with a focus on Ryanair UK. It explores the concept of employee engagement, the impact of COVID-19 on engagement activities, and different strategies that produce positive benefits. The research methodology includes qualitative analysis and data collection from secondary sources.

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SUMMARY 1: SUMMARY AND ABSTRACT
Employee engagement is positive behaviour and attitudes leading to make improvement in
business outcomes. It is all about drawing on ideas and knowledge to improve services and
products and be innovative regarding work. Aim of this investigation is to critical analysis the
employee engagement strategies used by airline carriers and how they could be developed during
the COVID - 19 Pandemic. The literature review was mainly conducted by using secondary
sources for an instance books, articles, scholars and journals. Purpose of doing the literature
review is to attain research objectives through using different sources. There has been qualitative
research method used because it provided the detailed information regarding employee
engagement activities. Secondary method of data collection has been used as it is cost saving as
well as time saving. It is easier to collect the secondary information from existing sources.
Interpretivism research philosophy has been used because it is related to qualitative research
method and gives positive research outcomes. Different risks have been determined related to
research such as face complexities in collection of data and money. For analysis the collected
data from secondary sources, content analysis method has been used.
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Table of Contents
SUMMARY 1: SUMMARY AND ABSTRACT...........................................................................2
SECTION 2: STATEMENTS AND ISSUES THAT TO BE RESEARCHED ON THE TOPIC. .1
A) Rationale about project......................................................................................................1
B) Context and Background of the project.............................................................................1
C) Research Aim....................................................................................................................1
D) Research Objectives..........................................................................................................2
E) Research Questions............................................................................................................2
Outline of the Research Problem............................................................................................2
SECTION 3: LITERATURE REVIEW..........................................................................................3
Concept of employee engagement and its value within Ryanair UK.....................................3
Impact of COVID-19 on employee engagement activities within 2 months in Ryanair UK.3
Different employee engagement strategies that produces positive benefit for Ryanair UK in
COVID-19 pandemic..............................................................................................................4
SECTION 4: METHODOLOGY...................................................................................................4
SECTION 5: RESEARCH ANALYSIS..........................................................................................4
SECTION 6: DATA COLLECTION..............................................................................................5
SECTION 7: RESEARCH PHILOSOPHY.....................................................................................5
SECTION 8: ETHICAL CONSIDERATION.................................................................................5
SECTION 9: SAMPLE SIZE..........................................................................................................5
SECTION 10: RISK ASSOCIATED WITH THE PROJECT........................................................5
SECTION 11: GANTT CHART.....................................................................................................6
REFERENCES................................................................................................................................7
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Project Title: “Critical analysis of employee engagement strategies used by airline carriers and
how they could be developed during the COVID - 19 Pandemic.”
SECTION 2: STATEMENTS AND ISSUES THAT TO BE RESEARCHED
ON THE TOPIC
A) Rationale about project
This investigation is based on critical analysis the employee engagement strategies used by
airline carriers and how they could be developed during the COVID - 19 pandemic. Performing
the investigation helps an investigator to improve their knowledge and capabilities in significant
manner. Through conducting an investigation, skills and core competencies of an investigator
enhanced for performing the similar kind of investigation in the future (Al Mehrzi and Singh,
2016)
B) Context and Background of the project
Employee engagement is an extent to which the staff members feel passionate regarding
their job, committed to company and put the effort into work. Engaging the staff members is
necessary for sustaining the valuable talent and necessary piece of employee satisfaction. It is
workplace method that designed to improve the feelings of an organisation to company, job and
the position. During COVID-19 pandemic, employee engagement has become most prominent
primacies for the human resource practitioners and managers in company in lockdown. Work
from home regime employee engagement activities are fruitful for staff members and company.
Ryanair UK is British low cost airline that based at the Stansted airport. This is UK subsidiary of
minimum cost Irish airline group (Basheer and et. al., 2019). Ryanair airline had been
advantageous from overhaul of customer service as part of new customer loyalty strategy. The
human resource managers of Ryanair UK are evolving persistently evolving the creative,
innovative and also the effective ways to engage staff members in healthier manner during the
complex time.
C) Research Aim
The aim of this research is “To critical analysis the employee engagement strategies used
by airline carriers and how they could be developed during the COVID - 19 Pandemic.” A study
on Ryanair UK.

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D) Research Objectives
To explore understanding about the concept of employee engagement and its value
within Ryanair UK.
To examine the impact of COVID-19 on employee engagement activities within 2
months in Ryanair UK.
To enhancing knowledge about different employee engagement strategies that
produces positive benefit for Ryanair UK in COVID-19 pandemic.
E) Research Questions
What is the concept of employee engagement and its value within Ryanair UK?
What is the impact of COVID-19 on employee engagement activities within 2 months
in Ryanair UK?
What are the different employee engagement strategies that produces positive benefit
for Ryanair UK in COVID-19 pandemic?
Outline of the Research Problem
The present investigation is related to the develop the employee engagement strategies by
the airline carriers during the COVID -19. The issue identified in this research is related to
employee engagement in COVID-19. In the situation of pandemic, the organisation is not able to
engage the employees and it reduces their motivation. It develops the negative impact on
employee’s performance and organisational productivity. By identifying the issues, company
will focus on develop effective employee’s engagement strategies to enhance employee’s
performance and their motivation level also (Chandani and et. al., 2016).
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SECTION 3: LITERATURE REVIEW
Concept of employee engagement and its value within Ryanair UK
According to opinion of Kristin Ryba (2020) Employee engagement is extent to which
staff members feel passionate regarding jobs, committed to company and also put the effort into
work. It is workplace approach that resulting in right situations for all employee of company to
provide each day. This is strength of emotional and mental connection of staff members feel
towards work they mainly do. The high engaged staff members hold favourable opinions of
workplace. COVID-19 is top of mind for the staff members and employers across globe. In this
disruption and uncertainty time, company hope these resources to be empower to keep staff
members healthy, engaged and safe. Firm doing engagement activities for staff members are
learning the new skills. They are feeling more committed to company and also stay motivated at
COVID-19 pandemic situation. In the airline industry a leader can create the environment
conductive and motivates the employees fulfil their passion and interest with the organisation
goal and objectives without being partial to anyone on the basis of demographical and other
general influence. By doing all this they can engage the workforce with the industry and this will
motivate the employees too. There are five ways to increase the engagement of the employees.
First is provide me with purpose which describes that everyone is connected with the same
purpose that inspire and help to see that their contribution also important and essential for the
industry. No organisation can achieve goals without engagement of employees. Second is the
leaders have to clarify all the duties and responsibilities to the employer so there are no
confusion regarding the work. The main focus of Ryanair UK is to engage the employees at
workplace so that they can be motivated (Delaney and Royal, 2017). At present, Ryanair is
hiring the new pilots to assure sufficient staffing resources for demand of next year. It will have
to be deal to minimize the turnover of pilot in specific countries where package is minimum
competitive.
Impact of COVID-19 on employee engagement activities within 2 months in Ryanair UK
Crystal Anderson (2020) stated that Pandemic has challenged many of people to do jobs
under complex situations. The COVID-19 is mainly developing negative impact on employee
engagement activities as employees do their work from form and it is complex to deal with them
or provide them training in proper manner. This is reshaped how company with the staff
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members. In COVID-19, employee engagement has one of utmost prominent primacies for the
human resource in Ryanair because of lockdown. In this situation, staff members have trust the
leaders in order to take right direction and make tough decisions for future. The human resource
managers of Ryanair are evolving persistently evolving creative and innovative to engage staff
members in healthier way in pandemic time (Devendhiran and Wesley, 2017). Outbreak of
COVID-19 and introduction of the measures regarding social distancing forced firms and staff
members to adapt working remotely. In regards to this, those staff members which worked under
manager who was high rated on servant leadership mainly reported high employee turnover and
anxiety that peers which were not fortunate with manager.
Different employee engagement strategies that produces positive benefit for Ryanair UK in
COVID-19 pandemic
As per opinion of Kate Heinz (2019) engaged staff member is mainly driven to help
company success through directly better efforts towards work. Engaging the employees is one of
the effective business strategy. In the situation of COVID-19, Ryanair UK face the many issues
in employee engagement (Kang and Sung,2017). This company developed the various employee
engagement strategies to develop the positive impact on Ryanair UK company. Different
employee engagement strategies are mention below:
Develop strong communication- It is one of the effective strategy as there should be the
open communication among employees at workplace. This helps the staff members to be open
up and also discuss the issues they mainly face at workplace and develop trust.
Power of recognition and rewards- The rewarding and also recognising staff members
for efforts is better strategies. It is not necessary that rewards should be monetary. When staff are
rewarded and recognised for work, this develops the morale of employee, growth and employee
satisfaction.
Promote transparency- Bringing the staff members into fold as frequently as possible is
better employee engagement strategy. If team does not know about happening behind scenes,
they cannot invest themselves and energies into firm (MADAN, 2017).

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SECTION 4: METHODOLOGY
It is related to system of the methods used in specific study area. Qualitative and quantitative
are two different methods of an investigation. Qualitative method is process about gathering
analysing and also interpreting the non- numerical data. Other than this, quantitative research
method consists process of gathering the numerical data to explain and control interest variables.
Justification: In conducting this research, qualitative research method will be using
because it provides the in- depth or detailed information regarding particular subject area (Mone,
London and Mone, 2018).
SECTION 5: RESEARCH ANALYSIS
The qualitative research is interpretative and creative. For the analysis, content analysis will
be using. It is method of analysing the verbal and written information. This analysis method
permits an investigator to test the theoretical issues to increase data understanding.
SECTION 6: DATA COLLECTION
Data collection is concerned with collection of the data by using the different sources such
as primary and secondary. The primary method provides the new and fresh information (Nazir
and Islam,2017). the secondary method provides information from existing sources such as
books, articles and others.
Justification: Secondary sources will be using because it is cost effective and based on the
existing data that derived from the previous investigation.
SECTION 7: RESEARCH PHILOSOPHY
The research philosophy is all related to belief regarding way in which the data concerned
with phenomenon should be collected and analysed. Interpretivism and positivism are two
different philosophies of research (Osborne and Hammoud, 2017).
Justification: Interpretivism research philosophy will be using as it is based on qualitative
research method. The main reason behind using this philosophy is that it interprets the
components of study.
SECTION 8: ETHICAL CONSIDERATION
Ethical consideration is accumulation of the principles and values which address the
question in detailed manner. It is necessary for an investigator to follow all the ethical rules and
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principle regarding the research. Researcher should assure to follow the ethical principles
regarding the investigation for an instance full consent, anonymity, protection of privacy, respect
for dignity and others. Researcher should assure that the research subject area should not harm
the feeling and sentiments of people. It is essential to assure that full consent should be obtaining
from participants prior to study. The participants involved in an investigation should not
subjected to harm in any other way. The respect for dignity of participants involved in an
investigation should be prioritise (Ruck, Welch and Menara, 2017).
SECTION 9: SAMPLE SIZE
In this present investigation, secondary method of data collection used. In case, if primary
method will be using then 50 sample size choosing by using the random sampling method.
SECTION 10: RISK ASSOCIATED WITH THE PROJECT
During conducting the present investigation, there are some risks faced by the investigator.
This investigation is mainly conducted during COVID-19 pandemic as there are risks arise at the
time of collection of relevant information from the different sources. There will be information
and data collected by using the secondary sources for an instance systematic literature review.
Other than this, money is also a main issues raise. The fund was not sufficient to perform all the
activities involved in the research. To overcome from this issue, it is necessary to develop the
money management plan and divide activities accordingly so that positive outcomes can be
attained (Shen and Jiang, 2019).
SECTION 11: GANTT CHART
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REFERENCES
Books & Journals
Al Mehrzi, N. and Singh, S.K., 2016. Competing through employee engagement: a proposed
framework. International Journal of Productivity and Performance Management.
Basheer, M. F. and et. al., 2019. Factors effecting Employee Loyalty through Mediating role of
Employee Engagement: Evidence from PROTON Automotive Industry,
Malaysia. Journal of Managerial Sciences. 13(2).
Chandani, A. and et. al., 2016. Employee engagement: A review paper on factors affecting
employee engagement. Indian Journal of Science and Technology. 9(15). pp.1-7.
Delaney, M. L. and Royal, M. A., 2017. Breaking engagement apart: The role of intrinsic and
extrinsic motivation in engagement strategies. Industrial and Organizational
Psychology. 10(1). pp.127-140.
Devendhiran, S. and Wesley, J. R., 2017. Spirituality at work: enhancing levels of employee
engagement. Development and Learning in Organizations: An International Journal.
Kang, M. and Sung, M., 2017. How symmetrical employee communication leads to employee
engagement and positive employee communication behaviors: The mediation of
employee-organization relationships. Journal of Communication Management.
MADAN, S., 2017. MOVING FROM EMPLOYEE SATISFACTION TO EMPLOYEE
ENGAGEMENT. CLEAR International Journal of Research in Commerce &
Management. 8(6).
Mone, E. M., London, M. and Mone, E. M., 2018. Employee engagement through effective
performance management: A practical guide for managers. Routledge.
Nazir, O. and Islam, J. U., 2017. Enhancing organizational commitment and employee
performance through employee engagement. South Asian Journal of Business Studies.
Osborne, S. and Hammoud, M. S., 2017. Effective employee engagement in the
workplace. International Journal of Applied Management and Technology. 16(1). p.4.
Ruck, K., Welch, M. and Menara, B., 2017. Employee voice: an antecedent to organisational
engagement?. Public Relations Review. 43(5). pp.904-914.
Shen, H. and Jiang, H., 2019. Engaged at work? An employee engagement model in public
relations. Journal of Public Relations Research. 31(1-2). pp.32-49.
Online
Anderson, C., 2020. Employee Engagement During COVID-19: Using Culture to Manage Stress,
Maintain Productivity. [Online]. Available through: <
https://www.healthcatalyst.com/insights/employee-engagement-COVID-19>.
Heinz, K., 2019. 8 EMPLOYEE ENGAGEMENT STRATEGIES THAT ACTUALLY WORK.
[Online]. Available through: < https://builtin.com/employee-engagement/employee-
engagement-strategies>.
Ryba, K., 2020. What is Employee Engagement? What, Why, and How to Improve It. [Online].
Available through: < https://www.quantumworkplace.com/future-of-work/what-is-
employee-engagement-definition>.
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