Analyzing the Impact of Employee Engagement on Organizational Performance

This research proposal aims to analyze the impact of employee engagement on organizational performance in the hospitality industry, specifically focusing on selected Gold Coast Hotels in Australia. The study will investigate the forms of employee engagement that contribute to organization performance and the relationship between employee engagement and organizational performance. The findings of this study will be beneficial for hotel management, employees, and researchers in understanding the importance of employee engagement in improving organizational performance.

Research proposal 1
Analyzing the impact of Employee Engagement on organizational Performance- A case of
selected Gold Coast Hotels, hospitality industry, Australia
By
Department
Professor’s Name
Name of the University
Date of submission

Research proposal 2
1.1. Introduction
Successful organizations in the industry are those that management has unique competencies in
including everyone in decision making. The involvement of employees into normal operations is
known to foster employee engagements. Akhtar et.al (2016) defines employee engagement to be
the process in which they feel the passion, commitment, and zeal to perform given tasks with
little supervision, profound efforts and thus exceeding expectations. These engagements can take
many forms which are known to have a positive contribution to organization performance. The
more employees are satisfied and motivated in results to more output thus profits. Organizations
can only then succeed if the employees in it love it, and cherish to work for it in a sustainable
manner (Milliman, Gatling & Kim, 2018).
The hotel industry is guided by different hotel ratings which have been used to grade hotels
according to cleanliness, quality and customer service (O’Shannassy, 2016). A well effective
engagement in hotel industry positively contributes to employee commitments, profitability, and
improved organization performance Ghosh & Shum, 2019). Hospitality industry requires staff
that is technically competent. These are individuals who have skills in production or service. In
most cases they are fully in touch with the guests visiting the establishment. It is then important
that employees in such establishment remained motivated, excited and possess zeal to perform
exceptionally. Good customer service directly contributes to guest satisfaction thus translating to
more profits and productivity (Karatepe & Aga, 2016).
1.2. Problem statement
The employee engagements in hospitality industry are a difficult toll both in application and
policy making. This is brought about by certain factors that make it difficult to be constituted in
working culture and practices. Over the years the industry has been downgraded by those
working and those managing the industry enterprises (Albrecht & Dineen, 2016). Employees
over the years have seen working in hospitality industry jobs as a stepping stone to other paying
jobs in future. The negative perception has led to more job turnovers in the industry even if more
efforts is given to retain the employees (Babakus, Yavas & Karatepe, 2017). Therefore nobody
views the need to conduct employee engagements in an industry that manifests high employee
job turnovers. The increase in turnover among employees in hospitality industry has led to the

Research proposal 3
need to have employee engagements to improve performance in organizations. The current study
will be seeking to establish the relationship.
1.3. Aims and objectives
The aim of the study will be to analyze the impact of employee engagement on organizational
Performance. The key focus is to choose a few selected Gold Coast Hotels representing the
hospitality industry in Australia and obtain inferences regarding the topic of the study. The study
will be a longitudinal 2 years study seeking to answer the following questions.
RQ1. How does an employee engagement take place in hospitality industry?
RQ2. Which forms of employee engagements contribute to organization performance in
hospitality industry?
RQ3. What impact does employee engagement have on organizational performance in hospitality
industry?
1.4. Justification and significance of the study
The output of the study is hoped to be beneficial to a number of persons and institutions. The
management of the hotels, restaurants and other establishments in the hospitality industry will
benefit from the study this is by enhancing their management styles and procedures. They will
learn better ways of employee engagements which would directly contribute to organization
performance by formulating policies over them. The employees in hospitality industry will find
the findings useful in embracing suitable engagement programs that would positively contribute
to their performance and that of the organization. The study findings will fill the knowledge gap
existing between the study variables relationship. Scholars and researchers can use the findings
to improve their secondary data search in future in enriching their own studies.
1.5. Conceptual framework
The section addresses literature both theory and empirical in explaining the themes of the study

Research proposal 4
1.5.1. Employee engagements
Employee engagements requires a consented effort by the top management to find suitable ways
of creating high involvement and participation culture among its employees towards the
organization predetermined objectives (Buil, Martínez, & Matute, 2019). The process should be
transformative that would tap the necessary talent and citizenry among the employees at any
level of management. There are three dimensions that any result oriented employee engagements
should focus upon they include: cognitive, affective, and behavioral.
The cognitive aspects involves a view on the employee thinking towards the organization is it
positive or negative. According to Mone & London (2018) any suitable engagement process
should invoke a positive thinking among employees towards their organization. Intellectual fit
need to be created between the organization and the employees in order to change the employees
perceptions This intellectual fit can be measured if only the employees have a positive believe
towards organization goals, objectives and values. A good employee engagement scheme is
important in creating an intellectual niche in which the employees have positive thinking that the
organization is heading to the right direction and they are actively part of this success (Becker &
Tews, 2016).
The affective dimension represents the extent to which employees feel towards their
organization. A positive feeling is explained on the basis in which the organization has created
an emotional bond with the management, fellow employees and work (Chandani, Mehta, Mall &
Khokhar, 2016). Affective dimension can be measured in organization by seeking opinions on
whether the employees are proud or like the organization, and they are encouraged to be part of
it. Milliman, Gatling & Kim (2018) denotes that an affective dimension engagement is good in
promoting organization brand and image among the employees. Individuals can identify
employees with the brand of the organization in which they are proud to be part of it.
Behavioral dimension is the employee’s action towards the organization operations and
practices. Positive behavioral dimension employee engagement involves the extent to which the
employees conduct their duties and responsibilities (Lu, Lu, Gursoy & Neale, 2016). Those with
positive behavior work effectively and efficiently reducing work related conflicts, wastages, and
wish to remain in the organization for a longer period despite several setbacks. Kim & Koo
(2017) state that behavior employee engagement dimension can be measured on the basis in

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which the employee is willing to stay in the organization and the how the employee is able to
exceed the required targets (Larson, 2011).
Studies have proven that the efforts by managers in hospitality industry to engage employees are
more likely to bring improvements in organization performance (Raina & Kalse, 2018).
Manager’s delivery is measured on the basis in which they are able to motivate and lead
employees towards intended goals. Creation of a transformative work related engagement will
lead employees to company goals, values, and objectives. Hospitality industry requires employee
engagements in order to improve its organization performance (Jung & Yoon, 2016).
Organization performance
The hospitality industry is one of the key sectors in any country economy it has grown to support
other sectoral developments. Employee retention strategies employed by organization in
hospitality industry are critical in success of the industry. For effective smooth running of the
organization it is advisable to have employee engagements. The positive outcome of employee
engagements in hospitality industry is that employees will better their service delivery which can
be felt among the guests (Huertas, Llorens-Montes & Ruiz-Moreno, 2018). Through employee
engagements organization can increase their productivity, profitability, and enhanced image.
The following is a summarized effect of employee engagements to organization performance.
First, employees who are engaged they will remain in the organization for a longer period and
will take care of the properties, products and services (Whitaker, 2014). The second point is that
employees who are engaged will feel motivated in providing services to the clients thus
improving customer service in the long run. In addition it will bring customer loyalty due to the
positive detachment between the guest and the employee. The last point for employee
engagement in organization is that it creates a high energy work environment that involves
achievements of targets, efficiency, and creativity being applied in jobs (Putra, Cho & Liu,
2017).
Forms of employee engagements
One form of employee engagements is to have a proper process of internal communication. A
good platform of internal communication enables employees to share and provide information

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with no fear. Internal communication if done effectively bridges the distance between the
different levels of management thus building trust and sense among employees (Jindal & Shaikh,
2016). Hotel management should strive on having a proper process and channel suitable for
communicating internally in the organization.
The use of rewards is another form of employee engagements that can be used in hotel industry.
Rewards entail using financial and non-financial rewards to reward employees. Examples of
such rewards include: extra holiday provisions, voucher schemes, positive expressive words, and
giving out tokens of appreciations. Karatepe & Aga (2016) states that there is positive
relationship between reward systems in organization employee engagements and commitments.
Studies have shown that when employees are given rewards they become motivated, interested
and have the urge to perform towards organization goals and objectives. Management of hotel
industry firms are required to formulate reward schemes as part of employee engagement
programs (Huertas-Valdivia, Llorens-Montes & Ruiz-Moreno, 2018).
Ghosh & Shum (2019) mentions another form of employee engagements originate from
leadership style employed by organizations. Leadership is defined as the process in which
employees are motivated or inspired to work towards intended goals (Hon & Lui, 2016). The
mode of leadership sets the working environment mode which helps to bring appropriate
environment for working. Employees will feel engaged if they are motivated and inspired by
their respective leaders. Management of hotel industry needs to employ different styles of
leadership.
Employee engagements can be inform of training and development programmes in
organizations. Kong, Jiang, Chan, & Zhou (2018) states that trainings are programmes which
used in organizations in improving employee’s skills and bridge employee gaps of inadequacy in
not performing certain tasks. Development of employees is transformative in that it allows them
to transit from one level to the next or from one position to a better one. Organizations that have
training and development programmes are essential in motivating employees and increase
retention rates in organizations (Hon & Lui, 2016). Employees will feel engaged whenever they
feel they are appreciated and recognized through trainings and developments. Hotel industry
management will need to formulate training and development programmes to enhance
professionalism in the industry.

Research proposal 7
1.6. Hypothesis development
A review of literature denotes the hypothesis to be tested. Table 1 show the hypothesis derived.
Table 1 hypothesis tested
Hypothesis Hypothesis statement
Hypothesis 1 Ho: There is no relationship between affirmative dimension of
employee engagements and organization productivity.
H1: There is positive relationship between affirmative dimension of
employee engagements and organization productivity.
Hypothesis 2 Ho: There is no relationship between cognitive dimension of employee
engagements and organization profitability
H1: There is positive relationship between cognitive dimension of
employee engagements and organization profitability
Hypothesis 3 Ho: There is no relationship between behavioral dimension of employee
engagements and organization imagery.
H1: There is positive relationship between behavioral dimension of
employee engagements and organization imagery.
Hypothesis 4 Ho: There is no relationship between internal communication as a form
of employee engagements and organization productivity
H1: There is positive relationship between internal communication as a
form of employee engagements and organization productivity
Hypothesis 5 Ho: There is no relationship between reward as a form of employee
engagements and organization profitability
H1: There is positive relationship between reward as a form of
employee engagements and organization profitability
Hypothesis 6 Ho: There is no relationship between training and development as a
form of employee engagements and organization productivity
H1: There is positive relationship between training and development as
a form of employee engagements and organization productivity
Hypothesis 7 Ho: There is no relationship between leadership as a form of employee
engagements and organization profitability

Research proposal 8
H1: There is positively relationship between leadership as a form of
employee engagements and organization profitability
1.7. Methodology
1.7.1. Research approach and sources of data
The study will employ mixed research approach as part of its methodology. According to
Sekaran & Bougie (2016) mixed research approach involves using both qualitative and
quantitative approaches. The qualitative approach will involve gathering information through a
documentary review. The documentary review entails a process of gathering secondary data
related to the theme of the study (Taylor, Bogdan & DeVault, 2015). Secondary data sources will
include from books, peer reviewed journals, and published materials found in credible source
sites. Quantitative approaches will involve gathering data by seeking responses from a
predetermined set of questions (Sekaran & Bougie, 2016). A simple survey method will be
employed to a defined population in order to obtain the required inferences and deductions
relevant to the study.
1.7.2. Proposed data collection procedure
Research instrument to be employed to obtain required data will be structured interview and
questionnaire. Both will involve a list of questions explaining the three research questions. The
questionnaire will involve close ended questions that will allow respondents to answer from the
predetermined set of answers. Questions will be structured to meet the three measurement levels
(ordinal, ratio, and interval). Bell, Bryman & Harley (2018) denoted that questionnaire is suitable
data collection instruments due to its nature to collect data within a short period of time. An
interview schedule will be constructed in order to obtain qualitative responses from the defined
population.
The secondary data will come of books, journals, and published documents which will be useful
in explaining study concepts. A panel of experts will be formed to become a panel to review
secondary sources of validity and reliability (Taylor, Bogdan & DeVault, 2015). During the
review of secondary data a checklist will useful in collecting data to ensure relevant data is
collected.

Research proposal 9
1.7.3. Population
Bell, Bryman & Harley (2018) defines population as the entire units or individuals to be studied
by a study. The target population will be employees derived from a list of selected Gold Coast
Hotels as attached in appendix I. The number of the selected hotels is 15 based on the
performance ratings by www.tripadvisor.com. Employees will come from top, middle, and lower
levels of management. The study estimates about 30 employees working in the hotels which give
a total of 450 employees. Selection of all the employees is important in eliminating any form of
biasness because in organizations all employees need to be engaged towards organization
performance.
1.7.4. Sampling frame
The sampling frame defines the procedure of obtaining the sample size from the target
population. The sample size will be 210 employees derived from Krjicie & Morgan table
(attached in appendix II). According to Sekaran & Bougie (2016) sample size is the
representation of the target population. Stratified simple random sampling technique that
involves selecting a sample size from a target population contained in different strata of top,
middle and lower management.
1.7.5. Variables
The two variables of the study are employee engagements and organization performance.
Employee engagement is the dependent variable while organization performance is the
dependent variables. The study will assume that other factors will remain constant and will not
affect the relationship between the two variables. Independent variable is employee engagements
which will be measured by forms and dimensions of employee engagements. The dependent
variable which is organization performance measured based on the basis of productivity,
profitability, and imagery.
1.7.6. Analysis
The data collected will be arranged and coded ready for analysis. Quantitative data will be
analyzed using descriptive and inferential statistics. The descriptive statistics tools of analysis
will include: mean, standard deviation, frequencies, and percentages. The inferential statistics
tool of analysis will include: correlation, t-tests, and chi-square. Correlation tests involve

Research proposal 10
statistical computation of finding association between a set of values or variables. T-tests will be
used to test the significance levels of the hypothesis developed. Chi-square will be used to test
the significance of the association between the variables of the study. The use of the two types of
statistics will enable summary, presentation and interpretation of data (Taylor, Bogdan &
DeVault, 2015). Qualitative data will be analyzed using content analysis process. This process
will involve joining together similar statements to form logical paragraph. The findings of the
study will be presented in form of frequency tables, charts, and statements.
1.8. Organization of the study
The study will be organized in five chapters discussed as follows:
Chapter one will be the introduction to the study. In which the study will introduce the various
concepts of the study, outline background of the study, problem statement, and provide the aim,
research questions, and justification of the study.
Chapter two will outline the literature review to the study. This section will review secondary
sources of data in order to theoretically and conceptually underpin the theme of the study. Gaps
of the study will be hypothesized by the study.
Chapter three will provide the study methodology. The section will begin by providing the
approach, study population and sampling frame, in addition providing other procedures for data
collection and analysis.
Chapter four of the study will document analysis and presentation of findings. Data collected
will be analyzed and presented in a form in which inferences can be done. The section parts will
be guided by the research questions.
Chapter five of the study will be the summary, conclusion, and recommendations of the study. It
will give a summarized view point of the main findings obtained after data analysis in chapter
four.
1.9. Budget, project activities/project schedule
The section explains the various activities to be performed to achieve objective of the study.

Research proposal 11
1.9.1. Budget
The total budget of the project will be $2980 in which it will cover several expenditures covering
documentation, collection of data, analysis, and final presentation. The research expenditure was
based on the market prices.
Item Unit Cost ($) Total cost ($)
5 Research assistants training and
lunches 50 250.00
2 Researcher transport and lunches 900.00
Stationery (assorted) 3 60.00
Telephone expenses (6 persons) 30 180.00
Data editing, summaries and processing
[2 persons by 3 days] 100.00 600.00
Printing and binding 650.00
Miscellaneous expenses 400.00
Total 2,980.00

Research proposal 12
1.9.2. Project activities and schedule
The study will be conducted for a period of 1 year and 8 months as indicated in the schedule. The
section will cover problem identification, proposal writing, data collection, and submission of
final report.
May
2019
June
2019
July
2019
August
2019
Septembe
r
2020
Octobe
r
2020
Novembe
r
2020
Problem
Identification
Proposal writing
Proposal
Presentation
Pre testing
Questionnaires
Data collection
Report writing
Submission of
report and
project defense

Research proposal 13
Reference
Akhtar, A., Nawaz, M. K., Mahmood, Z., & Shahid, M. S. (2016). Impact of high performance
work practices on employees' performance in Pakistan: Mediating role of employee
engagement. Pakistan Journal of Commerce and Social Sciences (PJCSS), 10(3), 708-
724
Albrecht, S. L., & Dineen, O. J. (2016). 6. Organizational commitment and employee
engagement: ten key questions. Handbook of Employee Commitment, 70.
Babakus, E., Yavas, U., & Karatepe, O. M. (2017). Work engagement and turnover intentions:
Correlates and customer orientation as a moderator. International journal of
contemporary hospitality management, 29(6), 1580-1598.
Becker, F. W., & Tews, M. J. (2016). Fun activities at work: Do they matter to hospitality
employees?. Journal of Human Resources in Hospitality & Tourism, 15(3), 279-296.
Bell, E., Bryman, A., & Harley, B. (2018). Business research methods. Oxford university press.
Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee
performance: The role of identification, engagement and proactive personality.
International Journal of Hospitality Management, 77(4), 64-75
Chandani, A., Mehta, M., Mall, A., & Khokhar, V. (2016). Employee engagement: A review
paper on factors affecting employee engagement. Indian Journal of Science and
Technology, 9(15), 1-7.
Ghosh, A., & Shum, C. (2019). Why do employees break rules? Understanding organizational
rule-breaking behaviors in hospitality. International Journal of Hospitality Management,
81, 1-10.
Huertas-Valdivia, I., Llorens-Montes, F. J., & Ruiz-Moreno, A. (2018). Achieving engagement
among hospitality employees: a serial mediation model. International Journal of
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integration, and future directions for hospitality research. International Journal of
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Jindal, M. P., & Shaikh, M. (2016). Talent Management through Employee Engagement in
Hospitality Companies. Int. J. of Multidisciplinary and Current research, 4.

Research proposal 14
Jung, H. S., & Yoon, H. H. (2016). What does work meaning to hospitality employees? The
effects of meaningful work on employees’ organizational commitment: The mediating
role of job engagement. International Journal of Hospitality Management, 53(1), 59-68.
Larson, E. (2011). Project management: the managerial process. New York: Mc Graw Hill.
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Lu, L., Lu, A. C. C., Gursoy, D., & Neale, N. R. (2016). Work engagement, job satisfaction, and
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194-206.

Research proposal 15
Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach.
John Wiley & Sons.
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guidebook and resource. John Wiley & Sons.
Whitaker, S. (2014). The benefits of tailoring: making a project management methodology, New
Town Square: USA, Centum publishing.

Research proposal 16
Appendices
APPENDIX I: LIST OF SELECTED GOLD COAST HOTELS
RACV Royal Pines Resort Gold Coast
Meriton Suites Broad beach
Meriton Suites Southport
The Island Gold Coast
The Star Grand at the Star Gold Coast
Mantra Twin Towns
The Ruby Collection
Mercure Gold Coast Resort
Sheraton Grand Mirage Resort, Gold Coast
BIG4 Gold Coast Holiday Park & Motel
QT Gold Coast
Peppers Soul
voco Gold Coast
Wyndham Surfers Paradise
Avani Broadbeach Gold Coast Residences

Research proposal 17
APPENDIX II: KRECJIE AND MORGAN TABLE