Graduate Diploma in Management: Employee Engagement Report Analysis

This report delves into the multifaceted concept of employee engagement, providing a comprehensive overview of its definition, factors, and models, with a particular focus on the Gallup Engagement Model. The report explores the various factors that influence employee engagement, such as leadership, training and career development, and work-life balance, as well as the benefits and challenges associated with it. A significant portion of the report is dedicated to a case study of H-Connect, examining the practical application of employee engagement strategies within the company. The analysis includes H-Connect's background, its employee engagement practices, and how these practices contribute to the organization's success. Furthermore, the report concludes with recommendations and a summary of strategies to improve employee engagement in the corporate world, making it a valuable resource for understanding and implementing effective employee engagement practices.

Qualification GRADUATE DIPLOMA MANAGEMENT
Module Name Managing people
Module Number GDM 402
Assignment Title Individual Assignment – Employee
Engagement
Name of Candidate Shamila de silva
Candidate No. 446071826
Submission Date
2019/7/19
Word Count 2500
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Table of Contents
1. Introduction................................................................................................... 3
2. Definition of Employee Engagement.....................................................................3
2.1 Factors Effect to Employee Engagement.............................................4
2.2 Model of Employee engagement..........................................................5
2.3 Benefits and Challenges in Employee engagement.............................6
3. Employee engagement importance in H-Connect.....................................................8
3.1 Company Background..........................................................................8
3.2 Employee Engagement Application in H-Connect................................8
4. Recommendation........................................................................................... 10
5. Conclusion................................................................................................... 11
List of References........................................................................................... 12
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1. Introduction
Employee Engagement is the devotion, passion of employees and effective leadership
skills with support from the highest management to the staff. Human resource leaders set
the drive and creed of their company and unfold that positive morale to the staff within
the company. According to Robinson (2006), employee engagement is achieved through
the creation of an academic degree structure setting where positive emotions like
involvement and pride are galvanized, resulting in improved structure performance, lower
turnover and better health.
The objective of this report is providing expressive information about Employee
engagement and how it can be used in the corporate world organization. In the initial part
of this assignment, the author will explain the definition and importance of employee
engagement. Furthermore, the author will discuss factors that affect employee
engagement and their benefits and challenges and select the organization to identify the
importance of talent retention and sustainability through employee engagement. Finally,
the author will discuss the recommendation and conclusion to identify strategies of
employee engagement in the practical world.
2. Definition of Employee Engagement
Employee engagement is one in every of the vital construct in structure behavior and it is
received significant attention in educational analysis. Saks (2006) referred to worker
engagement to the extent that an individual is attentive and absorbed within the
performance of his or her roles. Moreover, worker engagement is thought to be a kind of
positive and satisfying work connected angle that's characterized by three dimensions,
namely vigor, absorption, and dedication (Schaufeli and Bakker, 2004). Involved workers
are predictable to feel these characteristics showing emotion, physically, and cognitively
(Khan, 1990). Men (2015) outlined worker engagement as the level of involvement,
interaction, intimacy, and influence a person has with a complete over time a person’s
participation, notwithstanding channel, wherever they decision the shots. Further, Catlette
and Hadden (2001) considered worker engagement because the positive, affectional
psychological work-related behavior that inspires workers to sky-high specific and
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prepares themselves to show emotion, cognitively, and physically to try and do their work
tasks.
According to Harter et al. (2002), worker engagement is extremely vital to realize helpful
business performance outcomes for various organizations. The authors were incontestable
that it's necessary that organizations have interaction their employees as a result of it has
been found that organizations with Associate in Nursing engaged staff have higher levels
of client satisfaction and loyalty, a great deal of productive, a great deal of profitable than
those of less engaged staff (Harter et al., 2002). Ortiz, Lau, and Qin (2013) additionally
urged to nurture the thought of worker engagement as disengagement decreases the
keenness and commitment of staff to their organizations. Consequently, low levels of
engagement levels harm worker commitment and retention. Siddhanta et al. (2010)
indicate that a well-performing organization comes from its ability to make sure a
healthy, intended and committed force through engagement.
2.1 Factors Effect to Employee Engagement
Studies have shown that there are crucial factors that result in worker engagement. They
embrace coaching and Career development, management performance, remuneration,
managing expectations, family-work balance, trust, worker psychological feature match,
and exceptional leadership. (Torrington et al., 2005).
The work environment was found to be one in each of the numerous factors that verify
the engagement level of associate degree worker. Studies by Miles (2001) and Harter et
al. (2002), Holbeche and Springett (2003), May et al. (2004) and wealthy et al. (2010)
show that employee engagement is that the results of numerous aspects of the geographic
point. Deci and Ryan (1987) stipulate that management that fosters a substantiate
operating atmosphere typically displays concern for employees’ wants and feelings,
provides positive feedback and encourages them to speak their issues, to develop new
skills and to solve work-related issues. thus, an expectant geographic point atmosphere
that aids workers for targeted work and social harmony is a key determinant of worker
engagement. Leadership was the second main criteria known as an elementary issue to
inform worker engagement. Effective leadership may be a higher-order, multi-
dimensional construct comprising cognizance, the balanced process of data, personal
slide, and adopted ethical standards (Walumbwa et al., 2008). Research studies (Wallace
and Trinka, 2009) show that engagement happens naturally once leaders are inspiring.
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The leadership issue that was measured comprised indicators of effective leadership and
apparent supervisor support.
Team and colleague relationship is another facet that emphasizes expressly the social
harmony facet of worker engagement (Locke and Taylor, 1990). designer (1990) found
that supportive and trusting social relationships, similarly as an ancillary team, promote
worker engagement. associate degree open and ancillary atmosphere is important for
employees to feel safe within the work and interact whole with their responsibility.
Supportive environments permit members to experiment and to do new things and even
fail without worrying about the results (Kahn, 1990). May et al. (2004) found that
relationships within the work had a major impact on significance, one of the components
of engagement. Training and career development are other necessary dimensions that are
to be considered within the method of partaking employees since it helps the staff to
concentrate on a targeted work dimension. coaching improves service accuracy and
thereby impacts service performance and worker engagement (Paradise, 2008). When the
worker undergoes coaching and learning development programmers, his or her
confidence builds up within the space of coaching that motivates them to be additional
engaged in their job. Alderfer (1972) even instructed that once an organization offers
employees an opportunity to grow, it's resembling appreciated folks. A person’s family
life inspirations his work life. once a worker realizes that the organization is considering
his family’s advantages additionally, he can have an emotional attachment with the
organization that results in engagement. Understanding workers and giving them the
chance to remain with their family will increase levels of engagement. for instance, the
provision of leave to change a worker to be a part of his family for a holiday is probably
going to result in a higher commitment by the worker. (Lypnack and Stamps, 1997).
2.2 Model of Employee engagement.
There are various models in employee engagement and here we are discussing only the
Gallup Engagement Model. Ralph (2009) assumed that the Gallup GWA model was
designed to assess a geographic point with twelve self-report queries. These twelve
queries were popular to clutch what's important to high performers who are loyal and
productive in a corporation. The Gallup GWA model was primarily influenced by
Maslow's hierarchy of wants cited in Freeney, Tieran, and Ralph (2009). Maslow
established that worker wants may be placed during a hierarchy and lower order wants
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should be happy before higher-order needs are satisfied. The Gallup GWA model of
engagement proposes that Associate in Attention employee’s most uncomplicated want is
to be given materials or resources to try to his or her job. Once this is often met, they need
to feel that they contribute to the organization in which they get one thing mutually, that
is they have a chance to use their abilities and skills and that they receive recognition and
feedback. The third level of the Gallup GWA Model states that staff wishes to expertise a
sense of happiness. this will be achieved through the involvement of workers in decision
making and having positive relationships with co-workers and supervisors Ralph (2009).
At the top of the pyramid is self-realization or chance for private development at intervals
the organization.
2.3 Benefits and Challenges in Employee engagement
The failing international economy has created a large shift within the manner business
takes place (McCuiston and DeLucenay, 2010). worker engagement matters to each
worker still because of the organization. workers will utilize contract agreement
provisions to impede the attainment of the structure goals and objectives. Management's
capability to leverage worker engagement ways is important in a company.
Cooper-Thomas, et al. (2014) establishing that prime levels of expectations and frequent
performance reviews will increase worker participation and cooperation. The deficiency
of resources has led organizations to assume additional concerning reducing prices and
increasing productivity and competence. Reduced variation in methods will scale back
value over time because it relates to process improvement (Emrouznejad, Anouze, and
Thanassoulis, 2010) but a corporation should still incorporate processes that enhance
worker engagement. McCuiston and DeLucenay (2010) noted short cut processes are not
uniformly productive.
Employee engagement has emerged together with the best challenges in today's
geographic point. With complexities and demanding rules in several organizations,
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worker engagement can still challenge organizations within the future (Mishra, Boynton,
and Mishra, 2014). This aspect of challenges management as a result of engagement
could be a crucial part in maintaining the organization’s vitality, survival, and profit
(Albercht, Bakker, et al. 2015) Breevaart et al., 2013; Farndale and (Murrer, 2015).
Organizations that have extremely engaged workers have bigger profits than those who
do not (Society for Human Resource Management [SHRM], 2014). Organizations with
extremely engaged worker's expertise enhanced client satisfaction, profits, and worker
productivity (Ahmetoglu, Harding, et al, 2015; Carter, 2015; Cooper-Thomas et al., 2014;
Vandenabeele, 2014).
Benefits Challenges
Higher employee satisfaction Poor Communication, Knowledge sharing,
insufficient work-life balance.
Increasing production Leaders are not aware of employee
engagement
Lower Turnover and Higher retention Managers do not share their believes and
thoughts about employee engagement.
Increasing employee loyalty Organization culture due to lack of
experience, communication skill issues.
Less absenteeism The operating business traditional way
Attractive reputation Lack of policy in engagement
Employees being better brand
ambassadors
Greater alignment with the organization
value
High level of innovation and creativity
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Better recruitment and selection
3. Employee engagement importance in H-Connect
3.1 Company Background
H-Connect is fully subsidiary owned by Hirdaramani Group of companies H-Connect is
established in 2012 October to conduct shared service operations. It is an Award-winning
shared service and BPO that specializes in servicing small to medium-sized companies
with accounting and finance outsourcing, Data Management systems, Project
Management, back-office functions of the parent Company such as Finance, Exports,
Imports, Travel desk. As well as different local and international clients. HConnect is an
ISO certified company for information security (ISO 27001:2013).
The mission and values of H-Connect were developed with the client centrical culture
that matured with concepts of turnaround, accuracy, and efficiency. H-Connect was
awarded the Silver prize at the 2016& 2017 Shared Services Excellence Award for the
best team by the Shared Services Outsourcing Network presented at the Annual Asian
Shared Services and Outsourcing Week in Singapore. H-Connect additionally won the
bronze award in 2015 for constant class. therefore, making history by being the primary
Shared Services Centre in Sri Lanka to win in 2 consecutive years these achievements an
excellent demonstration of the labor and dedication of the H-Connect Team to become a
leading shared services solution provider. (H-Connect 2019)
3.2 Employee Engagement Application in H-Connect.
H-Connect practicing several employee engagement factors and such as training and
development, they are organizing training session which is related to organization works
and employee behavioral training, team building development sessions as well. Although
this training is effectively engaged to retain a current employee in an organization and
improving their motivation. Every year on the 1st of January the company has circulated
training and development calendar with all among the employees and these training
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conduct by industrial trainers, Human resource manager, group lecturers. they continue
effective training programmed inbound and outbound as well, with liaise in the 361-
degree company they are conducting outbound training and leadership training for H-
Connect employees.in here, some training is given to selected employees due to cost and
limitation in training programmed. (Renwick et al., 2012,).
another main engagement is flexible working hours, this has introduced by company to
their all employees including all interns, trainees and employees can use different
flexible working shifts to manage their work, also another factor they have introduced to
their senior management to working from home facility, these both factors directly impact
control employees work-life balance. According to CIPD (2006), the report singles out
having the opportunity to feed their views and opinions upwards because of the most
significant driver of people's engagement. The report additionally identifies the
importance of being unbroken aware of regarding what is happening within the
organization. in practicing this factor H-Connect conducting Symposium as their main
forum for all employees once a month. This forum conduction by CEO and explained the
current situation in company and company plans, and giving opportunities to the
employee to ask their queries, ideas for the company's future. On one occasion they have
conduct ask from the CEO programmed through the portal to giving chance to employees
to ask the question from top management without mentioning employee’s identity, but
this has not conducted further. This is a great factor to retain employees in an
organization and forum like this trustworthy is increasing both employee and
organization.
Rewards and appraisal are the most important factor to motivate the behavior and job
attitudes (Cantor et al., 2012,). When considering employment appraisal and rewards
system company maintains Key performance indications to measure employee
performance.in this scenario every year they have given KPI s for all employees team-
wise and monthly relevant team supervisor measured KPI, currently continue Mid-year
review and annual year reviews and talk with employees and supervisors face to face
regarding KPI measurement, issues. base on this performance annual performance
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bonuses and increments are granted to employees. But there was an issue with this KPI
measurement because some team is not measuring this correctly and monthly and the
employee has some grievance due to this because they have not received actual rewards
due to this. To continue engagement strategies H-Connect conducting employee
satisfaction surveys annually.
Considering the employee's health and benefits company has conducted a health program
with liaise Ayubo Life and all employees register under Aybo App and giving a free
medical check-up to employees. also, they conduct free doctor sessions and giving a free
opinion for health tips. And conduct health games and giving the present to the winners.
Some employees are motivating and participating in those games and surveys. they are
changing their meal plans, start to do exercise, etc.
4. Recommendation
Talent retention is the implementation of integrated methods or systems designed to
increase geographic point productivity (Oehley and Theron, 2010). It aims at developing
improved processes for attracting, developing, retaining, and utilizing folks with the
desired skills and ability to satisfy current and future business wants. HConnect should
continuously focus on its rewards and appraisal process with fairness and equality for all
employees. H connect should conduct training and development programmed equally for
all employees base on their job role and that training need to automatically update their
skills and improve capabilities as well and making them better to their job and enjoy it.
Sustainability is "a method that helps produce a spirited economy and a prime quality of
life, whereas respecting the necessity to sustain natural resources and defend the
surroundings. It expresses the principle that future generations ought to board a world that
this generation has enjoyed however not diminished. ( Clough, G. Wayne, Jean-Lou
Chameau, 2006).to future perception and job satisfaction H-connect should more focus on
wellbeing programmed and they need to encourage all employees with different
wellbeing steps and conducting medical camps quarterly or annually, improving job
satisfaction and work-life balance are HConnect should facilitate working from home
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option to all employees in additionally HConnect should conduct family events
participating all employees families to improve family friendly organization concept.
5. Conclusion
In conclusion, the author has reviewed an overview of the aims and objectives of this
assignment in the initial part. the further author evaluates the concept of employee
engagement and discusses the model of employee engagement factor effect to
engagement, theories, benefits, and challenges in the literature review. Finally, the author
asses employee engagement practices in selected organizations and provided a
recommendation to enhance employee engagement practices at the organization.
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List of References
Accord Management Systems. (2004). Employee Engagement Strategy: A Strategy of
Analysis to Move from Employee Satisfaction to Engagement. [Online] Available:
www.accordsyst.com/papers/engagement_wp.pdf (March 3, 2009)
Blessing White. (2008). The Employee Engagement Equation in India. Presented by
BlessingWhite and HR Anexi. [Online] Available: www.blessingwhite.com (November
15, 2008)
IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN:
2319-7668. 18, 4.Ver. I (Apr. 2016), PP 52-57 www.iosrjournals.org
Muturi, P. W., (2004), “Factors that determine customer loyalty to a mobile service
provider: A case of mobile telephone users in Nairobi”, Unpublished MBA Research
project. The University of Nairobi.
uiston, V. E., and DeLucenay, A. (2010). Organization development quality improvement
process: Progress energy’s continuous business excellence initiative. Journal of Business
Case Studies, 6, 7–18. doi:10.19030/jbcs.v6i6.255
Emrouznejad, A., Anouze, A. L., and Thanassoulis, E. (2010). A semi-oriented radial
measure for measuring the efficiency of decision making units with negative data, using
DEA. European Journal of Operational Research, 200, 297–304.
doi:10.1016/j.ejor.2009.01.001
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