Employee Engagement Strategy and Evaluation Report - University Name

This report provides an in-depth analysis of employee engagement strategies and their evaluation across three countries: China, Germany, and India. It examines the cultural dimensions impacting employee engagement, drawing on the Hofstede model, and explores the challenges and opportunities in each nation. The report delves into motivational factors, teamwork dynamics, and communication models, offering insights into the current state of employee engagement and its impact on productivity. It highlights specific problems faced in each country, such as leadership issues in China, production-related problems in Germany, and motivation-related challenges in India. The report also provides recommendations for improving employee engagement, including strategies for cross-cultural engagement, training and development, and fostering a positive work environment. Finally, it emphasizes the importance of employee engagement for organizational success and provides a framework for future studies.

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.

7EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
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

11EMPLOYEE ENGAGEMENT STRATEGY AND EVALUATION
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.