Employee Engagement and Organisational Performance: Hospitality Case

This report investigates the impact of employee engagement on organisational performance within the Australian hospitality industry. It highlights the significance of employee attitudes towards their organisation and their direct link to job satisfaction and productivity. The research aims to identify activities used by hospitality organisations to foster work engagement and their subsequent impact on performance. The study employs a mixed methodology, utilising both primary data gathered through surveys of HR managers in the Australian hospitality sector and secondary data obtained from literature reviews, including books, journals, and online articles. The analysis explores the benefits of employee engagement, the relationship between engagement, satisfaction, and organisational performance, and factors influencing employee engagement. Ultimately, the report seeks to provide insights into how enhancing employee engagement can address issues like absenteeism and turnover in this critical sector of the Australian economy, with findings presented through graphical representations and thematic analysis.

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Running Head: HUMAN RESOURCE MANAGEMENT
Analysing the Impact of Employee Engagement on Organisational Performance: A Case of
Hospitality Industry of Australia

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Introduction and Problem Statement
In the current business scenario, one of the greatest assets available with any company is its
talented workforce. It is apparent that the attitude of employees toward their organisation has
a significant impact on how they view their jobs and commitment towards the organisation
(Kumar & Pansari, 2015). It is defined as the involvement and the commitment that an
employee has for the values and beliefs of an organisation (Patro, 2013; Dajani, 2015).
Employee engagement is directly linked to employee satisfaction (Osborne & Hammoud,
2017; Bhavani, Sharavan, & Arpitha, 2015).
If an employee is committed and happy with his work profile and work environment, it is
likely that the organisation enjoys a high employee and job satisfaction levels which is
reflected in the form of increased employee productivity (Al-dalahmeh, Khalaf & Obeidat,
2018). Holston-Okae and Mushi (2018) explain that various aspects of employee engagement
can be used in explaining the employee retention and turnover in the Australian hospitality
industry. Ensuring a high degree of employee engagement can help organisations with
dealing with a lot of issues such as employee absenteeism, employee turnover, productivity
issues, and organisational effectiveness (Sarangi & Nayak, 2016).
The hospitality and tourism industry of Australia employs more than 1.4 million workers and
the contribution of tourism sector to the economy alone is approximately 40 billion dollar
which makes it essential for the companies to deal with the employee related issues (Chua,
2017). The staff turnover ratio in the industry is reported to be 48.66% of which lack of
employee engagement is a major contributor (Healey, 2017).
Aim and Objectives
The aim of this research proposal is to analyse the impact that employee engagement has on
the performance of organisations working in the hospitality industry of Australia. The focus
of this research will be on identifying the activities that are used by hospitality organisations
for work engagement and the manner in which it impacts their performance. In order to
successfully address this research aim, following research objective are developed.
 To determine the benefits of employee engagement for businesses
 To determine the relationship between employee engagement, employee satisfaction,
and organisational performance
 To identify the factors that affect employee engagement
 To identify the employee engagement activities used by the hospitality sector
 To analyse the impact of employee engagement on the performance of organisations
working in the hospitality industry of Australia

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Proposed Methodology
In order to assess the impact of employee engagement on the organisations working in the
hospitality industry, a mixed methodology is proposed for this research. As a part of a mixed
methodology, the data will be gathered by using both primary and secondary methods.
 Literature Review: It will form as a basis for the collection of secondary data and
would include the collection of information relating to employee engagement. It will
include employee engagement activities, factors affecting employee engagement, and
the impact of employee engagement on employee satisfaction and organisational
performance.
 Data Collection: The primary data will be gathered by using survey method. The
secondary data, on the other hand, will be gathered by reviewing and summarising the
information contained in books, journals, online articles, magazines, and business
reports.
 Survey: In order to support the findings derived from secondary sources, this research
will use the survey method. A survey will be conducted with HR managers working
in the hospitality industry of Australia.
Data Collection and Analysis Methods
The secondary data collection methods will aim at gathering information related to employee
engagement in organisations which will also include employee engagement activities
undertaken by them, factors affecting, and the impact of employee engagement on employee
satisfaction and organisational performance. The information will be gathered using online
available databases on human resource management, peer-reviewed journal articles, and
books.
The researcher will also obtain data from online available articles, online reports and annual
reports published by different hospitality organisations. The data analysis method will include
graphical presentation method for analysing the survey data wherein the findings will be
presented in the form of graphs and charts. While for analysing the secondary data, the
researcher will develop themes where the data collected will be analysed.

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References
Al-dalahmeh, M., Khalaf, R., & Obeidat, B. (2018). The effect of employee engagement on
organizational performance via the mediating role of job satisfaction: The case of IT
employees in Jordanian banking sector. Modern Applied Science, 12(6), 17-43.
Bhavani, S. A., Sharavan, & Arpitha. (2015). Study Effectiveness of Employee Engagement
in Automobile Industry. International Journal of Economics & Management
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Chua, A. (2017). How to prevent tourism/hospitality workers from leaving. Retrieved March
29, 2019, from
https://www.hcamag.com/au/specialisation/employee-engagement/how-to-prevent-
tourismhospitality-workers-from-leaving/150862
Dajani, M. A. Z. (2015). The impact of employee engagement on job performance and
organisational commitment in the Egyptian banking sector. Journal of Business and
Management Sciences, 3(5), 138-147.
Healey, B. (2017). What do the best hospitality companies do to attract and retain their
people? Retrieved March 29, 2019, from
http://www.hrmonline.com.au/section/strategic-hr/hospitality-attract-and-retain-
people/
Holston-Okae, B. L., & Mushi, R. J. (2018). Employee Turnover in the Hospitality Industry
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Academic Research in Business and Social Sciences, 8(1), 218-248.
Kumar, V., & Pansari, A. (2015). Measuring the benefits of employee engagement. MIT
Sloan Management Review, 56(4), 67-73.
Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the
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Patro, C. S. (2013). The impact of employee engagement on organization’s productivity. 2nd
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Sarangi, P., & Nayak, B. (2016). Employee Engagement and Its Impact on Organizational
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