This document summarizes a research article about employee engagement. It discusses how employee engagement has become an important topic for organizations in retaining top talent. The document defines employee engagement as the level of commitment and involvement an employee has towards their organization. It highlights some of the challenges in engaging today's workforce, such as retaining knowledge workers. The objectives are to review literature on key aspects of employee engagement like drivers, measurement, and impact on productivity. The methodology used includes a literature review of past research studies. Key findings discuss how the concept of employee engagement evolved and how corporate culture influences engagement levels.
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
This document summarizes a study that analyzed a survey of human resource practices from 83 chain stores in China. It differentiated between managerial staff and operating employees, and identified clusters of stores with high and low adoption of bundled HR practices. The impact of aligning HR practices on firm performance was evaluated using the high adoption cluster. The findings provide insights for executives on effective HRM strategies in China and advance the literature on high performance work systems.
Factors affecting employee retention a comparative analysisAlexander Decker
1) The document analyzes factors affecting employee retention at two heavy engineering organizations in India.
2) It identifies three key factors for retention at each organization through a factor analysis of a questionnaire completed by 100 middle managers.
3) The factors influencing retention differed between the organizations, suggesting retention strategies must consider the unique context of each company.
7011EHR_3155_35437387_52963_Journal_Reflection_-_FinallMomo Scott
The document contains a journal reflection from weeks 4, 5, 6 and 8 of a course. It discusses several topics related to human resource management systems and their impact on organizational performance. Key points include: different HR systems are associated with different organizational structures; high involvement work systems can positively impact performance but depend on factors like industry; and the role of HR is changing and becoming more strategic through partnerships with business units. Cultural factors and global talent management are also addressed.
Nowadays, HRM has become an important function in the company and a strategic dimension which led many companies to include in their plans and policies. This importance has gone crescendo since the pressure of external environment is hardly strange to the outbreak of HRM and its conspicuous metamorphosis. Hence, more and more companies are implementing HR practices that can boost their organizational performance. Nevertheless, the link between HR practices and performance is not fully explained due to apparently little empirical research. The concern of the current pape r is to highlight this relationship through seeking to select HR practices that promote performance based on the adopted business strategy. The objective of this research is to explain how the application of HRM practices can increase organizational performance. To answer our research question, we chose the case study of a Tunisian company that has employed over 600 people specialized in metal construction and boilermaking. Methedologically, to understand the company's practices and its business strategy, we conducted two interviews that concerned the HR manager of the company and the head of operations. The interviews that we conducted revealed that the company recorded a substantial difficulty in aligning HRM practices with business strategy and organizational objectives and it invests very little in the development of skills although it offers a product respecting the highest quality standards. The last deficiency shows that there is lack of strategic planning and lack of shared organizational vision that cause constraints to the identification of objectives and management practices to be implemented.
The document discusses the evolution of performance management theory over the last 150 years. It examines the work of several theorists including Frederick Taylor, Henry Gantt, Henri Fayol, Peter Drucker, and Elton Mayo. Taylor developed scientific management methods that broke jobs down into tasks while Fayol and Drucker contributed frameworks for the five elements and operations of management. Mayo's human relations approach emphasized the social aspects of work and motivation. Overall, the document traces the development of management theory and its focus on both organizational structures and human factors.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
This document summarizes a study that analyzed a survey of human resource practices from 83 chain stores in China. It differentiated between managerial staff and operating employees, and identified clusters of stores with high and low adoption of bundled HR practices. The impact of aligning HR practices on firm performance was evaluated using the high adoption cluster. The findings provide insights for executives on effective HRM strategies in China and advance the literature on high performance work systems.
Factors affecting employee retention a comparative analysisAlexander Decker
1) The document analyzes factors affecting employee retention at two heavy engineering organizations in India.
2) It identifies three key factors for retention at each organization through a factor analysis of a questionnaire completed by 100 middle managers.
3) The factors influencing retention differed between the organizations, suggesting retention strategies must consider the unique context of each company.
7011EHR_3155_35437387_52963_Journal_Reflection_-_FinallMomo Scott
The document contains a journal reflection from weeks 4, 5, 6 and 8 of a course. It discusses several topics related to human resource management systems and their impact on organizational performance. Key points include: different HR systems are associated with different organizational structures; high involvement work systems can positively impact performance but depend on factors like industry; and the role of HR is changing and becoming more strategic through partnerships with business units. Cultural factors and global talent management are also addressed.
Nowadays, HRM has become an important function in the company and a strategic dimension which led many companies to include in their plans and policies. This importance has gone crescendo since the pressure of external environment is hardly strange to the outbreak of HRM and its conspicuous metamorphosis. Hence, more and more companies are implementing HR practices that can boost their organizational performance. Nevertheless, the link between HR practices and performance is not fully explained due to apparently little empirical research. The concern of the current pape r is to highlight this relationship through seeking to select HR practices that promote performance based on the adopted business strategy. The objective of this research is to explain how the application of HRM practices can increase organizational performance. To answer our research question, we chose the case study of a Tunisian company that has employed over 600 people specialized in metal construction and boilermaking. Methedologically, to understand the company's practices and its business strategy, we conducted two interviews that concerned the HR manager of the company and the head of operations. The interviews that we conducted revealed that the company recorded a substantial difficulty in aligning HRM practices with business strategy and organizational objectives and it invests very little in the development of skills although it offers a product respecting the highest quality standards. The last deficiency shows that there is lack of strategic planning and lack of shared organizational vision that cause constraints to the identification of objectives and management practices to be implemented.
The document discusses the evolution of performance management theory over the last 150 years. It examines the work of several theorists including Frederick Taylor, Henry Gantt, Henri Fayol, Peter Drucker, and Elton Mayo. Taylor developed scientific management methods that broke jobs down into tasks while Fayol and Drucker contributed frameworks for the five elements and operations of management. Mayo's human relations approach emphasized the social aspects of work and motivation. Overall, the document traces the development of management theory and its focus on both organizational structures and human factors.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
This document summarizes a study on the determinants of employee retention at Pakistan International Airlines (PIA). The study identified six variables that influence employee turnover intentions: career progression chances, incentive plans, work setting, supervisory support, work-life balance, and organizational prestige. A survey was conducted of PIA employees to analyze the relationship between these variables and turnover intentions. The analysis found the strongest association between career progression chances and lower turnover intentions. Associations were also found between positive experiences of incentive plans, work setting, supervisory support, work-life balance, and organizational prestige, and lower turnover intentions.
Mergers and Acquisitions and effects on employee moraleGaurav Acharya MBA
This document discusses the effects of mergers and acquisitions on employee morale based on a literature review. Key points include:
- M&A can negatively impact employee engagement, motivation, and retention as employees face uncertainty over their roles and job security.
- Communication from management during a merger is important to mitigate these negative effects. Informing employees of plans and reassuring them of their value can boost morale.
- Managers themselves may be less productive during a merger period due to changes and uncertainty. The human impact on employees includes psychological stress, cultural clashes between merging organizations, and layoffs.
This document summarizes a case study on employee engagement initiatives at Eisai Pharmatechnology & Manufacturing Pvt. Ltd. in India. The study found that Eisai had a 95% employee engagement rate, high levels of compliance culture, pride in working at Eisai, and passion for the company's mission and goals. Leadership qualities and work-life balance policies also contributed to engagement. Older employees were found to contribute more to engagement levels. The study concluded that Eisai has clear vision and objectives and considers engagement an ongoing improvement process. While current HR initiatives are effective, Eisai should continue measuring and improving engagement to sustain high performance.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Impact of HR Practices on corporate EntrepreneurshipShahbaz Ahmad
This document summarizes a research paper on the impact of human resource management antecedents on corporate entrepreneurship. It discusses three antecedents - top management support, peer support, and performance appraisal. The paper reviews definitions of corporate entrepreneurship and identifies its key constructs like employee autonomy, innovativeness, proactiveness, competitive aggressiveness, and risk-taking. It aims to analyze the relationship and impact of the three HRM antecedents on corporate entrepreneurship, as well as determine their relative importance in promoting corporate entrepreneurship.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Abstract— The IT industry is considered to be dynamic in nature where strategies are changing faster than policies.
Organizations inherently view merger as a key to business change, especially when they want to make a union play. The
relentless pace of technology change and the constant union of different business models across the industry prompt a “buy
vs. build” decision to generally result in “buy”. Mergers are said to be successful only if they lead to an increment in
shareholder value, but latest study conducted by KPMG in 2013 indicates that 83% of merger deals did not boost
shareholder returns. And one of the most noticeable reasons of failure was lack of HR integration between two companies
undergoing the transition. It is evident from the research done across the globe that there has been negligible attention
shown towards IT industry. The mergers have been increasing in this sector ever since a few decades where the IT industry
has grown manifolds, however not many research studies have been able to capture the essence of the matter. The HR
function in IT industry which deals with high volume of employees who have a significant impact on the performance and
results is often undermined by the Top management. Considering the criticality of mergers as a strategic tool, it has been
reviewed that the study conducted by firms as well as researchers have found that the major challenges faced by HR postmerger
would be change in organization, fusion of culture, managerial challenges, transparency in communication and
employee stress. The limitation of this research paper is that the HR challenges faced by organizations post-merger are
confined to IT industry. According to our extensive research and understanding, recommendations are given which exhibit a
holistic viewpoint on the different practices and imperatives that organizations must embrace in order to create a successful
HR integration post-merger in the sector.
Keywords—Employee Stress, Fusion of Culture, HR integration, Post-Merger, Strategic tool
An appraisal on small firms corporate cultureprjpublications
This document discusses the relationship between corporate culture, innovation, and reward systems in small firms. It argues that developing a corporate culture that supports innovation must be accompanied by an appropriate reward system. A study of small firms in Chennai found a statistically significant relationship between corporate cultures that support innovation and reward system features. Most innovative companies have reward systems that encourage and reinforce innovative behaviors that are part of the corporate culture. Statistically significant relationships were also found among innovation rewards, corporate culture, and different features of variable pay systems.
Employee training and empowerment a conceptual model for achieving high job p...Alexander Decker
The document presents a conceptual model proposing that employee training and empowerment lead to high job performance. It begins with an introduction on the importance of training and empowerment for achieving organizational goals.
The literature review finds that training is positively related to job performance when done effectively. Frequent and relevant training can reduce mistakes and increase productivity. However, training alone may not solve performance issues from lack of motivation. Employee empowerment through participation, delegation, access to information and job enrichment is also linked to higher performance and satisfaction.
The conceptual model hypothesizes that the presence of both employee training and empowerment will result in high job performance. Further research is recommended to test this model.
Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm
This document discusses a study on the relationship between employee motivation and organizational performance in multinational companies in Nigeria, using Cadbury Nigeria PLC as a case study. The study found that Cadbury Nigeria provided adequate motivation to employees and saw improvements in employee productivity and organizational performance. There was a positive correlation found between employee productivity and motivation programs. The document provides background context on theories of human resource management, performance management, high performance work systems, and the requirements of an effective motivational system. Senior managers are advised to continuously improve motivational programs as a core part of enhancing employee productivity.
Effect of Management by Objectives MBO on Organizational Productivity of Comm...ijtsrd
This study examined the effect of management by objectives MBO on organizational productivity of commercial banks in Nigeria. This study specifically, determines the effect of employee’s participation in contributing to the settings of the organizational productivity and ascertains the effect of employee compensation on attainment of organizational productivity. This study adopted survey research design. The population of the study consists of seven 7 selected commercial banks in Onitsha, Anambra State, Nigeria. The two research hypotheses were tested with ordinary least square with aid of e view 9.0. The study found that employee’s participation has contributed positively in settings organizational productivity but not statistically significant of commercial banks in Nigeria at 5 level of significance. Also, employee’s compensation has positive effect on organizational productivity but not statistically significant of commercial banks in Nigeria at 5 level of significance. Based on this, banks management should keep compensating successes achieved by their employees. This will encourage them to perform better hence lack of motivation may lead to employees less productivity. Okolocha, Chizoba Bonaventure "Effect of Management by Objectives (MBO) on Organizational Productivity of Commercial Banks in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-5 , August 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33192.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/33192/effect-of-management-by-objectives-mbo-on-organizational-productivity-of-commercial-banks-in-nigeria/okolocha-chizoba-bonaventure
This document provides an overview of the history and development of performance appraisal. It discusses how early research from the 1950s to 1980s focused on developing different rating scales to reduce biases. Starting in the 1980s, research examined common rating errors and whether bias-free appraisals were truly accurate. Recent research has explored measuring employee attitudes towards performance appraisal systems and their effectiveness. The document also reviews literature on various ethical issues in human resource management practices.
This document discusses how companies measure the impact of flexibility in the workplace. It finds that the most common approaches are to include questions about flexibility in annual employee surveys and specialized work-life/diversity surveys. These surveys measure the availability and importance of flexibility, and analyze correlations between flexibility and outcomes like job satisfaction, retention, and stress levels. Companies are able to better understand how flexibility contributes to business objectives like productivity and performance. The data collected helps strengthen the business case for expanding flexibility practices.
Exploring human resource management practices in small and medium sized enter...IAEME Publication
This document summarizes a research paper that explores human resource management (HRM) practices in small and medium enterprises (SMEs) in Bangalore and Mysore, India. The paper reviews literature on HRM practices in SMEs and finds recruitment is informal through personal networks and training is limited. A pilot study tested a questionnaire on HRM practices including recruitment, training, compensation, performance appraisal and welfare measures. The study found the questionnaire to have acceptable internal consistency above 0.7.
This document discusses employee engagement. It begins by defining employee engagement as having psychological presence, passion for work, emotional and intellectual commitment, and discretionary effort. It then discusses the positive consequences of engagement, citing research finding links between engagement and business growth, profitability, and earnings. The document next examines employee engagement in Australia, finding only 18% of Australians love their work and one in five are actively disengaged. It concludes by identifying some key issues in engagement research and defining engagement as having rational understanding, emotional attachment, and motivation to invest discretionary effort.
The document discusses employee engagement at Eisai Pharmatechnology & Manufacturing Pvt Ltd in India. It finds that Eisai has very high levels of employee engagement, with 95% of employees engaged. Several factors contribute to this high engagement, including a strong compliance culture (99%), employees feeling pride in working at Eisai (over 99%), and a focus on quality and safety (over 98%). Employee surveys found high ratings for leadership (96%) and policies/procedures (93%). The study concludes that Eisai has clear vision and considers engagement an ongoing process, though it recommends continuing to measure and track engagement over time to sustain these high levels.
Employee Enagagement : An Inevitable Factor To Organizational Success in The ...JIANGUANGLUNG DANGMEI
Abstract
In the changing business environment due to competition and managing changes, organizations face difficulties
to maintain organizational success. However, the employee engagement is a concept which if
implemented properly can make a lot of difference in the organization. Employee engagement is defined as the positive
attitude of an employee towards the organization and its value which exert to greater discretionary effort to ensure
organizational success and sustainability. It is a simple fact that the engagement of employees towards their work and
organization can make a huge difference for the growth and survival of the organization. Almost all of the companies
now explore the possibilities for adopting employee engagement as a strategy for organizational growth and success
as employee engagement is highly associated with organizational performances. It is essential to understand employee
engagement as engaged employees who are fully involved and committed to their works are willing to go the extra
mile for their organization to ensure its success. This paper attempts to throw light on the nature of employee engagement
to ensure organizational success in the contemporary business.
Behavioral Approach to Leadership Boundary Spanning Transaction Relationship ...IJASRD Journal
All of the organizations, before choosing of alternatives for improve of company performance, proposed for test and evaluation of the pattern of this research, and if they could not receive of suitable results from perform of it, in that case will be free for choosing and selecting another alternative. The term behavioral approach to leadership boundary spanning transaction relationship have declared that risk taking capability of the boundary spanning transaction relationship is the major factor for making distinguish between boundary spanning transaction relationship and workers. Since then, risk taking taken as one of behavioral approach to leadership boundary spanning transaction relationship's component into consideration. For these reasons, after determination of boundary spanning transaction relationship places for manufacturing organizations, the find of alternatives for perform of it is very important.
The document discusses how human resource professionals can leverage social networking tools for effective talent management. It outlines several social networking sites like Facebook, Twitter, and LinkedIn and how they can be used to source candidates, engage employees, build relationships, and enhance employer branding. The document also describes how HR can analyze candidate profiles on social networks to assess cultural fit and check references during the hiring process. Finally, it briefly discusses using HR technology for communication, tracking employees, training, and measuring employer branding.
This document discusses Petrobras' IT architecture blueprint framework. It provides background on Petrobras as a large Brazilian energy company. It then describes Petrobras' IT organization and challenges in rationalizing applications and aligning IT with business needs. The framework uses architecture blueprints created with tools like IBM Rational System Architect to guide decisions around demand management, budget planning, and delivering solutions while improving customer perception of IT. The blueprints analyze current and future states using matrices and diagrams. The framework and blueprint approach have helped improve IT planning, communication, and the business view of IT value.
CANVASSED in a Business (IT) Strategy Canvas: Business Vision, ArchitectureFlevy.com Best Practices
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/canvassed-in-a-business-it-strategy-canvas-business-vision-architecture-289
The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."
Executive Summary:
The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.
This document summarizes a study on the determinants of employee retention at Pakistan International Airlines (PIA). The study identified six variables that influence employee turnover intentions: career progression chances, incentive plans, work setting, supervisory support, work-life balance, and organizational prestige. A survey was conducted of PIA employees to analyze the relationship between these variables and turnover intentions. The analysis found the strongest association between career progression chances and lower turnover intentions. Associations were also found between positive experiences of incentive plans, work setting, supervisory support, work-life balance, and organizational prestige, and lower turnover intentions.
Mergers and Acquisitions and effects on employee moraleGaurav Acharya MBA
This document discusses the effects of mergers and acquisitions on employee morale based on a literature review. Key points include:
- M&A can negatively impact employee engagement, motivation, and retention as employees face uncertainty over their roles and job security.
- Communication from management during a merger is important to mitigate these negative effects. Informing employees of plans and reassuring them of their value can boost morale.
- Managers themselves may be less productive during a merger period due to changes and uncertainty. The human impact on employees includes psychological stress, cultural clashes between merging organizations, and layoffs.
This document summarizes a case study on employee engagement initiatives at Eisai Pharmatechnology & Manufacturing Pvt. Ltd. in India. The study found that Eisai had a 95% employee engagement rate, high levels of compliance culture, pride in working at Eisai, and passion for the company's mission and goals. Leadership qualities and work-life balance policies also contributed to engagement. Older employees were found to contribute more to engagement levels. The study concluded that Eisai has clear vision and objectives and considers engagement an ongoing improvement process. While current HR initiatives are effective, Eisai should continue measuring and improving engagement to sustain high performance.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Impact of HR Practices on corporate EntrepreneurshipShahbaz Ahmad
This document summarizes a research paper on the impact of human resource management antecedents on corporate entrepreneurship. It discusses three antecedents - top management support, peer support, and performance appraisal. The paper reviews definitions of corporate entrepreneurship and identifies its key constructs like employee autonomy, innovativeness, proactiveness, competitive aggressiveness, and risk-taking. It aims to analyze the relationship and impact of the three HRM antecedents on corporate entrepreneurship, as well as determine their relative importance in promoting corporate entrepreneurship.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Abstract— The IT industry is considered to be dynamic in nature where strategies are changing faster than policies.
Organizations inherently view merger as a key to business change, especially when they want to make a union play. The
relentless pace of technology change and the constant union of different business models across the industry prompt a “buy
vs. build” decision to generally result in “buy”. Mergers are said to be successful only if they lead to an increment in
shareholder value, but latest study conducted by KPMG in 2013 indicates that 83% of merger deals did not boost
shareholder returns. And one of the most noticeable reasons of failure was lack of HR integration between two companies
undergoing the transition. It is evident from the research done across the globe that there has been negligible attention
shown towards IT industry. The mergers have been increasing in this sector ever since a few decades where the IT industry
has grown manifolds, however not many research studies have been able to capture the essence of the matter. The HR
function in IT industry which deals with high volume of employees who have a significant impact on the performance and
results is often undermined by the Top management. Considering the criticality of mergers as a strategic tool, it has been
reviewed that the study conducted by firms as well as researchers have found that the major challenges faced by HR postmerger
would be change in organization, fusion of culture, managerial challenges, transparency in communication and
employee stress. The limitation of this research paper is that the HR challenges faced by organizations post-merger are
confined to IT industry. According to our extensive research and understanding, recommendations are given which exhibit a
holistic viewpoint on the different practices and imperatives that organizations must embrace in order to create a successful
HR integration post-merger in the sector.
Keywords—Employee Stress, Fusion of Culture, HR integration, Post-Merger, Strategic tool
An appraisal on small firms corporate cultureprjpublications
This document discusses the relationship between corporate culture, innovation, and reward systems in small firms. It argues that developing a corporate culture that supports innovation must be accompanied by an appropriate reward system. A study of small firms in Chennai found a statistically significant relationship between corporate cultures that support innovation and reward system features. Most innovative companies have reward systems that encourage and reinforce innovative behaviors that are part of the corporate culture. Statistically significant relationships were also found among innovation rewards, corporate culture, and different features of variable pay systems.
Employee training and empowerment a conceptual model for achieving high job p...Alexander Decker
The document presents a conceptual model proposing that employee training and empowerment lead to high job performance. It begins with an introduction on the importance of training and empowerment for achieving organizational goals.
The literature review finds that training is positively related to job performance when done effectively. Frequent and relevant training can reduce mistakes and increase productivity. However, training alone may not solve performance issues from lack of motivation. Employee empowerment through participation, delegation, access to information and job enrichment is also linked to higher performance and satisfaction.
The conceptual model hypothesizes that the presence of both employee training and empowerment will result in high job performance. Further research is recommended to test this model.
Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm
This document discusses a study on the relationship between employee motivation and organizational performance in multinational companies in Nigeria, using Cadbury Nigeria PLC as a case study. The study found that Cadbury Nigeria provided adequate motivation to employees and saw improvements in employee productivity and organizational performance. There was a positive correlation found between employee productivity and motivation programs. The document provides background context on theories of human resource management, performance management, high performance work systems, and the requirements of an effective motivational system. Senior managers are advised to continuously improve motivational programs as a core part of enhancing employee productivity.
Effect of Management by Objectives MBO on Organizational Productivity of Comm...ijtsrd
This study examined the effect of management by objectives MBO on organizational productivity of commercial banks in Nigeria. This study specifically, determines the effect of employee’s participation in contributing to the settings of the organizational productivity and ascertains the effect of employee compensation on attainment of organizational productivity. This study adopted survey research design. The population of the study consists of seven 7 selected commercial banks in Onitsha, Anambra State, Nigeria. The two research hypotheses were tested with ordinary least square with aid of e view 9.0. The study found that employee’s participation has contributed positively in settings organizational productivity but not statistically significant of commercial banks in Nigeria at 5 level of significance. Also, employee’s compensation has positive effect on organizational productivity but not statistically significant of commercial banks in Nigeria at 5 level of significance. Based on this, banks management should keep compensating successes achieved by their employees. This will encourage them to perform better hence lack of motivation may lead to employees less productivity. Okolocha, Chizoba Bonaventure "Effect of Management by Objectives (MBO) on Organizational Productivity of Commercial Banks in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-5 , August 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33192.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/33192/effect-of-management-by-objectives-mbo-on-organizational-productivity-of-commercial-banks-in-nigeria/okolocha-chizoba-bonaventure
This document provides an overview of the history and development of performance appraisal. It discusses how early research from the 1950s to 1980s focused on developing different rating scales to reduce biases. Starting in the 1980s, research examined common rating errors and whether bias-free appraisals were truly accurate. Recent research has explored measuring employee attitudes towards performance appraisal systems and their effectiveness. The document also reviews literature on various ethical issues in human resource management practices.
This document discusses how companies measure the impact of flexibility in the workplace. It finds that the most common approaches are to include questions about flexibility in annual employee surveys and specialized work-life/diversity surveys. These surveys measure the availability and importance of flexibility, and analyze correlations between flexibility and outcomes like job satisfaction, retention, and stress levels. Companies are able to better understand how flexibility contributes to business objectives like productivity and performance. The data collected helps strengthen the business case for expanding flexibility practices.
Exploring human resource management practices in small and medium sized enter...IAEME Publication
This document summarizes a research paper that explores human resource management (HRM) practices in small and medium enterprises (SMEs) in Bangalore and Mysore, India. The paper reviews literature on HRM practices in SMEs and finds recruitment is informal through personal networks and training is limited. A pilot study tested a questionnaire on HRM practices including recruitment, training, compensation, performance appraisal and welfare measures. The study found the questionnaire to have acceptable internal consistency above 0.7.
This document discusses employee engagement. It begins by defining employee engagement as having psychological presence, passion for work, emotional and intellectual commitment, and discretionary effort. It then discusses the positive consequences of engagement, citing research finding links between engagement and business growth, profitability, and earnings. The document next examines employee engagement in Australia, finding only 18% of Australians love their work and one in five are actively disengaged. It concludes by identifying some key issues in engagement research and defining engagement as having rational understanding, emotional attachment, and motivation to invest discretionary effort.
The document discusses employee engagement at Eisai Pharmatechnology & Manufacturing Pvt Ltd in India. It finds that Eisai has very high levels of employee engagement, with 95% of employees engaged. Several factors contribute to this high engagement, including a strong compliance culture (99%), employees feeling pride in working at Eisai (over 99%), and a focus on quality and safety (over 98%). Employee surveys found high ratings for leadership (96%) and policies/procedures (93%). The study concludes that Eisai has clear vision and considers engagement an ongoing process, though it recommends continuing to measure and track engagement over time to sustain these high levels.
Employee Enagagement : An Inevitable Factor To Organizational Success in The ...JIANGUANGLUNG DANGMEI
Abstract
In the changing business environment due to competition and managing changes, organizations face difficulties
to maintain organizational success. However, the employee engagement is a concept which if
implemented properly can make a lot of difference in the organization. Employee engagement is defined as the positive
attitude of an employee towards the organization and its value which exert to greater discretionary effort to ensure
organizational success and sustainability. It is a simple fact that the engagement of employees towards their work and
organization can make a huge difference for the growth and survival of the organization. Almost all of the companies
now explore the possibilities for adopting employee engagement as a strategy for organizational growth and success
as employee engagement is highly associated with organizational performances. It is essential to understand employee
engagement as engaged employees who are fully involved and committed to their works are willing to go the extra
mile for their organization to ensure its success. This paper attempts to throw light on the nature of employee engagement
to ensure organizational success in the contemporary business.
Behavioral Approach to Leadership Boundary Spanning Transaction Relationship ...IJASRD Journal
All of the organizations, before choosing of alternatives for improve of company performance, proposed for test and evaluation of the pattern of this research, and if they could not receive of suitable results from perform of it, in that case will be free for choosing and selecting another alternative. The term behavioral approach to leadership boundary spanning transaction relationship have declared that risk taking capability of the boundary spanning transaction relationship is the major factor for making distinguish between boundary spanning transaction relationship and workers. Since then, risk taking taken as one of behavioral approach to leadership boundary spanning transaction relationship's component into consideration. For these reasons, after determination of boundary spanning transaction relationship places for manufacturing organizations, the find of alternatives for perform of it is very important.
The document discusses how human resource professionals can leverage social networking tools for effective talent management. It outlines several social networking sites like Facebook, Twitter, and LinkedIn and how they can be used to source candidates, engage employees, build relationships, and enhance employer branding. The document also describes how HR can analyze candidate profiles on social networks to assess cultural fit and check references during the hiring process. Finally, it briefly discusses using HR technology for communication, tracking employees, training, and measuring employer branding.
This document discusses Petrobras' IT architecture blueprint framework. It provides background on Petrobras as a large Brazilian energy company. It then describes Petrobras' IT organization and challenges in rationalizing applications and aligning IT with business needs. The framework uses architecture blueprints created with tools like IBM Rational System Architect to guide decisions around demand management, budget planning, and delivering solutions while improving customer perception of IT. The blueprints analyze current and future states using matrices and diagrams. The framework and blueprint approach have helped improve IT planning, communication, and the business view of IT value.
CANVASSED in a Business (IT) Strategy Canvas: Business Vision, ArchitectureFlevy.com Best Practices
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/canvassed-in-a-business-it-strategy-canvas-business-vision-architecture-289
The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."
Executive Summary:
The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.
18.03.2009 Presentation of E&P Coordinator, Eduardo Alessandro Molinari - P...Petrobras
This document provides an overview of Petrobras, the Brazilian national oil company. It includes disclaimers about forecasts and reserves under SEC guidelines. The investment plan from 2009-2013 totals $174.4 billion, with $104.6 billion for exploration and production. Major oil and gas projects are outlined to increase production between 2008-2013. Reserves, production levels, and key statistics are presented.
Petrobras is a fully integrated Brazilian energy company operating across the hydrocarbon chain from exploration and production to distribution. It has significant oil and gas reserves, production, refining capacity, and market share in Brazil. Petrobras' 2013-2017 business plan focuses on capital discipline and performance improvement to maintain an investment grade rating. The plan allocates over $200 billion to upstream projects in Brazil and segments like downstream and gas and power, with the aim of generating $32 billion in savings by 2016 through cost optimization programs.
Petrobras - Corporate Governance AnalysisRobert Au
Accompanying the "Global Corporate Governance and Corruption" presentation (http://bit.ly/1pKMfXq), this report (set as first person from the perspective of the firm) proposes a thorough set of recommendations, in order to restore the firm's confidence into recovery after scandal.
Sb201 exploring the deep waters of collaboration with PetrobrasFlávio Mendes
The document summarizes a presentation given by Dr. Leonardo Magela and Consuelo Sánchez of Petrobras about their Conecte collaboration project. The project aimed to create a collaboration network within Petrobras, a large Brazilian energy company with over 130,000 employees operating in 24 countries. An initial pilot program involved 1,300 users and provided lessons for customizing collaboration tools. The full rollout involved over 43,000 users collaborating on business topics and projects. Future plans include expanding use of social media analytics and gamification to further encourage collaboration within the network.
Petrobras - Corporate Governance and Corruption EvaluationRobert Au
Petrobras, Brazil's state-owned oil company, was embroiled in a major corruption scandal from 2014-2015. Key executives and political figures were found to have accepted bribes from construction companies in exchange for overpaying on contracts. This resulted in billions stolen from the company. Moving forward, Petrobras aims to reform its governance structures and implement stronger transparency and anti-corruption policies to prevent such failures from occurring again. This includes revising its board composition, audit functions, and policies regarding whistleblowers, related-party transactions, and the government's role.
Doing business with Petrobras: Procurement StrategiesPetrobras
Doing business with Petrobras:
Procurement Strategies
Offshore Technology Conference (OTC)
Houston - 2015
Ronaldo M.L. Martins, M.Sc.
Procurement Department
This document contains a 24 question survey about HR practices at Reliance HR Services Pvt Ltd in Chennai. The survey asks employees about their satisfaction with various aspects of their employment including compensation and benefits, work conditions, training opportunities, career development, and employer-employee relations. Employees are asked to rate their level of satisfaction with these areas on scales such as "highly satisfied" to "highly dissatisfied". The purpose is to understand employee perceptions of HR effectiveness and ways to improve HR practices.
Reliance Industries Limited (RIL) is an Indian conglomerate holding company that operates in a wide range of sectors in India. It is the most profitable company and second largest company in India by market capitalization. RIL has over 27,000 employees and invests heavily in human resources through regular employee training programs, well-maintained recreational facilities, and health benefits. A survey found most employees were satisfied with the learning experience, work environment, and benefits provided by RIL, though some noted areas for improvement like addressing long working hours and increasing salaries.
The document outlines a case study analysis framework. It discusses how Harvard Business School developed case studies in 1920 to provide in-depth analysis of business problems and decision making processes. The 4 step framework involves: 1) defining the problem, 2) formulating alternative courses of action, 3) analyzing alternatives in terms of strengths and weaknesses, and 4) recommending an accepted course of action. The document also provides details on analyzing a firm's environment, industry, technology, political/social influences, and financials as part of a case study.
Valuation of RIL has been done by anlaysing past 5-Years performance and projecting in future for 3-Years its - Revenues, Net Income, EBIT, EBITDA, EPS, DPS, Share price.Equity Value / Enterprise Value has been estimated for RIL
This document provides an overview of the cement industry in India and discusses employee welfare measures at Lanco Industries Pvt Ltd. It states that India is the 4th largest cement producer worldwide. The cement sector has seen significant growth in production capacities. The document also describes the cement manufacturing process and highlights regional imbalances in production and consumption. Finally, it outlines the research methodology used in a study conducted on employee welfare measures at Lanco Industries, including using a descriptive research design and stratified sampling technique.
This document outlines the results of a two-day offsite strategic planning process for the Training and Development Solutions unit of the Chabot-Las Positas Community College District. It includes their vision, mission, guiding principles, identity, key customers, critical success factors, and a one page strategic framework. The framework identifies goals around expanding their client base, growing specific market sectors, partnering across the district, and implementing the plan.
Reliance industries Marketing analysis Project arnaub ray
Reliance Industries Limited is India's largest private sector company founded by Dhirubhai Ambani in 1932. It has businesses in energy, materials, and retail. Reliance is a global leader in polyester production and among the top 5-10 producers of major petrochemicals. It also has a large textiles business under its flagship brand Vimal, which is one of India's most trusted premium textile brands. Reliance has expanded its textiles division with new plants and products. It employs advanced technologies and has a large retail presence to drive the growth of Vimal. Reliance also has expansion plans worth $9 billion for its core petrochemicals and polyester business over the next
Challenges for hr managers in indian bpo industry with respect to attritioniaemedu
This document summarizes a research study on the challenges faced by HR managers in the Indian BPO industry, specifically regarding high attrition rates. The study identifies 10 key challenges through factor analysis: 1) attrition, 2) interpersonal relations, 3) talent management, 4) leadership, 5) performance management, 6) work-life balance, 7) changing employee expectations, 8) new industrial approaches, 9) compensation, and 10) succession planning. Attrition was found to have the highest eigenvalue and is considered the most important challenge. The study aims to understand the relationship between these HR challenges and attrition. A survey was conducted of 120 HR professionals in BPO organizations in India to gather data.
COVID IMPACT ON EMPLOYEE ENGAGEMENT IN AN IT INDUSTRY AND THE REMEDIATION PLANIAEME Publication
This document discusses the impact of COVID-19 on employee engagement in the IT industry and proposes a remediation plan. It identifies factors like professional, personal, emotional, financial, social, economic, and psychological factors that affected employee engagement. It categorizes the levels of impact as critical, high, medium, and low and describes the stages of impact as preliminary, intermediatory, and advanced modes. The document also discusses organizational changes like transitioning to online functioning and infrastructure optimization. Finally, it analyzes changes in employee behavior during the pandemic in terms of advantages like work-life balance and cost savings, and disadvantages like lack of supervision and increased healthcare costs.
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document is a project report on employee engagement at HDFC Bank in Lucknow, India. It was submitted by Sahar Shafi to fulfill the requirements for an MBA degree. The report includes an introduction on the importance of employee engagement and definitions. It also discusses the need for employee engagement and how to make employees engaged, such as through growth opportunities, support and recognition, and participation in decision making. The report contains typical sections like objectives, methodology, findings, recommendations, and conclusions.
The role of Managers in employee engagement : Champions, Saboteurs, Challengers, Prisoners. Discover how Leadership is crucial to drive Transformation : #
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
This document discusses the importance of employee engagement for organizations. It defines employee engagement as employees exerting discretionary effort and remaining loyal to the organization. Research shows engaged employees are more productive, innovative, and loyal with lower turnover. The document notes that while many organizations implement engagement initiatives, true payoffs are not always realized. It explores drivers of increased focus on engagement including people becoming the primary competitive advantage and retention challenges in the "war for talent". The researcher aims to study engagement levels in the apparel retail sector and relationships between engagement and factors like satisfaction and retention through surveys.
The Keys to Corporate Responsibility Employee EngagementSustainable Brands
PwC recently found that employees who participate in its CR programs have a 5% higher retention rate, with a value of $165 million to the company. In this report, PwC shows how it uses a common corporate tool, the Plan-Do-Check-Adjust (PDCA) Cycle to engage employees, and the Employee Engagement Index (EEI) to measure engagement.
A Study on Impact of Internal Mobility on Organisational Performance: A Case ...IJLT EMAS
The document discusses a study on the impact of internal mobility on organizational performance at Automotive Axles Pvt Ltd in Mysuru, India. It begins with an abstract that introduces the topic and objectives of understanding how internal mobility of employees directly or indirectly impacts organizational performance.
The methodology section describes the research design, which includes a descriptive study using questionnaires, observations, discussions and company records as primary and secondary data sources. A sample size of 50-60 employees will be used with a non-probability convenience sampling method. Statistical tests like reliability, correlation, regression and factor analysis will be conducted to analyze the relationship between internal mobility as the independent variable and organizational performance as the dependent variable.
The literature review covers several past
ASSESSING THE ROLE OF ATTRITION IN A DIVERSE WORKPLACE ENVIRONMENTIAEME Publication
The world of work is shifting from an agriculture-centered to an Industrial one,
from self-employed workers to salaried employees and our modern economies are
slowly transitioning towards collaboration and competition. Today, the boundaries of
contemporary organizations are blurring; information technologies are allowing
individuals and companies to set base away from cities; shared working spaces are
triggering new forms of collaborations between individuals and corporations. The
main purpose of this research is to find out the main causes which increase the
employee turnover in BPO companies and to find out the way to control attrition. The
study is descriptive in nature. The study was carried out in BPO companies. Mixed
methodology was used in this study. For analysis purpose chi-square, Rank
correlation and percentage method has been used.
Grievance Resolution Mechanism on Employee Productivity: Commercial Banks in ...paperpublications3
Abstract: Motivation of employees has always been quantified in financial attributes. For productivity to occur then there is need for using non-financial motivational initiatives. This study purposed to analyze the role of motivational initiatives on employee productivity with specific reference to commercial banks in Bungoma County. The study was guided by the objective: to establish the role of grievance resolution on employee productivity. The study adopted a survey design with a focus on 536 bank employees of different job cadres drawn from 11 banks. A sample size of 229 was obtained using Yamane’s formula. Stratified sampling technique was employed with six strata’s obtained from six job cadres from top management to clerical staff. Structured questionnaires were the main data collection tools and analysis was aided by use Statistical Program for Social Scientist (SPSS) where descriptive and inferential statistics was applied and there after presentations of findings was done using tables. There was a positive strong correlation between grievance resolution and employee productivity. r = .754, p (0.00) < α (0.05). The study concludes that the non-financial motivation strategy influenced employee productivity in commercial banks. The study recommends introduction of impartial dispute meetings to resolve grievances.
A STUDY ON THE EMPLOYEE RETENTION STRATEGIES FOLLOWED BY STARTUP COMPANIESLeonard Goudy
The document discusses employee retention strategies for startup companies. It finds that effective strategies include attractive compensation, a supportive work environment, opportunities for career and personal growth, positive relationships, and support systems. Startups face challenges retaining employees due to monetary dissatisfaction, abundant opportunities elsewhere, and low budgets for incentives. The document suggests startup retention strategies like flexible policies, open communication, cooperative culture, training investments, and respecting work-life balance. Retaining talented employees provides benefits like reduced costs, knowledge retention, customer satisfaction, and increased goodwill.
Human resources engagement as a competitive strategy for performance in small...Alexander Decker
This document summarizes a study on human resource engagement as a competitive strategy for small and medium enterprises (SMEs) in Kenya, using Jirani Engineering Services as a case study. It finds that effective strategies for communication, equal pay, opportunities, and recognition positively impact employee engagement, productivity, and the firm's competitive advantage. While Jirani Engineering Services adopted human resource engagement strategies, the value added was not clearly assessed. The study aims to determine the value added by these strategies and recommend how Jirani can better implement strategic human resource planning to improve engagement and performance.
Supervisors play a key role in employee retention through ensuring job satisfaction across compensation, opportunities, recognition, and work environment (CORE) elements. While turnover is often viewed as an HR issue, research shows an employee's relationship with their supervisor most impacts retention, as supervisors control CORE factors. To improve retention, organizations need performance management systems that reward supervisors for reducing turnover. Supervisors must understand the steps they can take to fulfill their responsibility in boosting employee job satisfaction and retention.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
This document discusses human resource challenges at MTS Systems Corporation. It identifies retention of skilled workers as a major challenge, as employees seek promotion and to meet changing expectations and motivations. Younger generations are less loyal and more driven by recognition, while older generations value financial rewards more. The company must evaluate workplace needs and focus on career growth, creativity, collaboration, and mission to engage employees. Effective communication between generations and a culture of respect are also important to address human resource issues and improve performance at MTS Systems Corporation.
This document summarizes 10 key human capital trends from 2017 to 2020 according to annual surveys. The trends include the changing nature of careers, learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work involving new technologies. Organizations are shifting from hierarchies to empowered networks and teams and redesigning jobs to leverage both human and technological capabilities. Learning is becoming more continuous, personalized and integrated with work. Well-being, the hyper-connected workplace, data privacy, and social impact are also emerging as important issues.
The nternational Journal of Marketing Management is an journal in English published half yearly. The fast publication schedule whilst maintaining rigorous peer review the use of recommended electronic formats for article delivery expedites the process. All submitted research or review articles or Case Studies are subjected to immediate rapid screening by the editors.
11.a live study of employee satisfaction and growth analysisAlexander Decker
This document summarizes a study on employee satisfaction and growth at Tata Steel in India. The study measured satisfaction across dimensions like superior-subordinate relationships, role, culture, career development, training, goals, and motivation. A questionnaire and interviews were used to collect data from 60 employees.
The findings from analyzing the questionnaire data using mean-SD scores, factor analysis, and correlation showed that employees were most satisfied with their relationships with superiors and the variety in their jobs. Training to meet needs was a more mixed area. The conclusions provide insight into how different factors contribute to satisfaction levels at Tata Steel.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
2. engaged committed employees. In 1999, the book ‘First Break all the Rules’ (Buckingham &
Coffman) helped the term ‘employee engagement’ become popular in the corporate world. Let us
first understand what exactly employee engagement is. Alpha Measure defines employee
engagement as the level of commitment and involvement an employee has towards his
organization and its values. According to Scarlett Surveys, “Employee Engagement is a
measurable degree of an employee’s positive or negative emotional attachment to his job,
colleagues and organization which profoundly influences his willingness to learn and perform at
work.” Schmidt et al (1993) defines employee engagement as a modernized version of job
satisfaction, which is basically an employee’s involvement with, commitment to and satisfaction
with work. According to the Hay Group, engagement is comprised of two components:
Commitment – affective attachment to and intention to remain with an organization and
Discretionary Effort – the willingness to go above and beyond formal job requirements.
1.1 Relevance
As the best resources to any organization is always its human resources, the attainment of an
workplace with high caliber employees are the key to success & the way to set competitive
advantage in the global scenario. A well functioning organization is the product of its healthy,
committed and motivated employees, who can be termed as ‘engaged employees’. Engagement
takes place when employees are committed to their job. They are interested and indeed excited
about what they do. It involves loyalty, faith and pride in the organization, a willingness to
advocate for his organization and a sense of personal responsibility. Global economy has
experienced significant shifts in the recent past which have accelerated the need for
organizations to find innovative ways to address new technological, demographic and
marketplace realities. These shifts made the organizations to reevaluate costs associated with
talent. High workforce performance and organizational success must be maintained along with
changes in strategies. Research has consistently shown that employee engagement is powerfully
linked to a range of business success factors such as:
1. Employee performance/efficiency
2. Productivity
3. Safety
4. Attendance and retention
5. Customer service and satisfaction
6. Customer loyalty and retention
7. Profitability
During economic down turn, many organizations focused less on how to manage their talent and
engage their employees, instead focusing on how to reduce costs by cutting salaries, bonuses,
rewards and development costs. Some shortsighted leaders may even think that employee
engagement no longer matters because their employees have fewer options and will stay because
of their need for job security.
However, smart leaders realize that while they may need to find shortterm solutions to cut costs,
they must also identify longerterm talent management strategies to remain viable.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 171
3. 2. Challenges
th
In the last 2 decades of 20 century, there has been a fundamental sectoral shift in employment
away from manufacturing and the public sector – sectors renowned for more formalized HR
systems, high levels of trade union membership, and larger employment units – towards the more
informal, relatively trade union free and smaller employment units of the service sector. This
st
trend is continued in the first decade of 21 century. Retention of these knowledge workers is a
challenge to these organizations. The second challenge, being faced by the employers, is
planning and developing employee engagement strategies without any solid research base; in the
process it loses the focus and momentum.
3. Objectives
The purpose of this article is to find out different aspects of employee engagement from the
existing literatures available. It throws light on various attributes & key drivers of employee
engagement, how employee engagement can be measured, how to increase it and how to handle
disengaged employees. This article also reviews research or survey findings on the effect of
employee engagement on productivity, profitability, customer satisfaction and various other
related aspects, conducted by organizations like Gallup, Hay Group and ISR among others. Also
the article lists down various employee engagement activities being held at the corporate houses.
At the end, implications for theory, further research and practices are discussed.
3.1 Methodology
In this article, literature review method was employed as this is an accepted strategy for
summarizing literature on a concept (Chermack & Passmore, 2005). Integrative literature
reviews are considered to be one of the best ways to capture data from various emerging fields
(Torraco, 2005). As employee engagement is an emerging topic and being studied by different
researchers on various aspects of the topic with varied conceptualization, an integrative literature
review method is adopted and presented in this article in a descriptive study manner. In this
12
article, research and survey findings of Gallup (Q , i.e., “Gallup Workplace Audit” or GWA, or
Meta analysis), Hay Group (case studies linking enablement and engagement, model on
‘Engaged Performance’), IRS, BlessingWhite & HR Anexi, Right Management group, Towers
Perrine among others have been reviewed.
4. Key Findings
4.1 How Employee Engagement evolved
Employee engagement is derived from early studies in the 1920s on morale or a group’s
willingness to accomplish organizational objectives. The concept was matured by US Army
researchers during World War – II to predict unity of effort and attitudinal battle – readiness
before a strike. Again, post war mass production society needed unity of effort in execution for
speed & quality, where morale was considered to be the most important indicator. In the modern
day perspective with the advent of knowledge worker, stress was given on individual talent
management. Thus a term was required to describe an individual’s emotional attachment to the
organization, to his fellow colleagues and to the job. Thus came the term ‘employee engagement’,
which is an individual emotional phenomenon whereas morale is a group emotional phenomenon.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 172
4. 4.2 Influence of corporate culture on employee engagement
Due to shift of world economy from industrial to knowledgebased one, employees are being
valued for not only what they produce but also for what they know. Having a high performing
business culture is a competitive advantage for any organization today. Every employee either
makes the culture stronger or weakens it. In the mid – 1990s, it was discovered that no
organization – large or small – has a single culture, rather it has many cultures as it has many
functions, managers or supervisors. Employers have understood that they have little control over
the culture that exists. That does not mean that they are able to find the best managers and
supervisors. Culture can not be inculcated through vision & mission statement. Once an
organization achieves its desired culture, the employees whose attitude & behavior align with the
desired culture will be engaged and those who do not fit into it leave on their own or they are
asked to leave because of culture push. The goal of every organization should be targeting the
right employees; only focusing on employee engagement often may miss this point. Employee
engagement may reduce at the time of culture change, which is acceptable as the engagement
score becomes high for the right group of employees afterwards.
4.3 Aspects of employee engagement
Global studies suggest that there are three basic aspects of employee engagement:
1. The employees and their own unique psychological make up and experience.
2. The employers and their ability to create the conditions that promote employee
engagement.
3. Interaction between employees at all levels.
4.4 Key drivers of employee engagement
In 2006, The Conference Board published an article ‘Employee Engagement – A review of
current research and its implication’ on the basis of 12 major studies conducted by research firms
such as Gallup, Towers Perrin, Blessing White, The Corporate Leadership Council and others. It
came out that 4 of the studies mentioned 8 key drivers of employee engagement out of a total of
26 key drivers collectively. These are:
1. Trust & integrity – managers should communicate well and go by their words.
2. Nature of the job – employees should find their job challenging enough to motivate
themselves.
3. Line of sight between employee performance and company performance – employee
should have clear understanding as to how they contribute to the company’s
performance.
4. Career growth opportunities – employees should have clear career path and growth.
5. Pride about the company – employees should feel esteemed by being associated with
the organization.
6. Coworkers / team members – relationship with colleagues significantly increase
employee engagement level.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 173
5. 7. Employee development – the organization should take necessary steps for developing
the knowledge, skills and attitude of the employees.
8. Relationship with manager – the employee should be comfortable with his manager
and value the relationship.
There are few more drivers which contribute in increasing employee engagement such as:
1. A culture of respect where good job is appreciated.
2. Feedback, counseling and mentoring
3. Fair reward, recognition and incentive scheme
4. Effective leadership
5. Clear job expectations
6. Adequate tools to perform work responsibilities
7. Motivation
4.5 Measuring employee engagement
12 12
Renowned research organization Gallup developed Q instrument (known as Q Meta Analysis
– a meta analysis is a statistical integration of data accumulated across many studies) by
analyzing 199 research studies, which explored the relationship between employee engagement
and performance across 152 organizations and 32394 business units covering 955905 employees.
These are 12 items measuring issues, which are actionable or changeable at the manager level.
12
The Q measures engagement conditions. These are:
Q00 (Overall satisfaction) on a five point scale, where ‘5’ is extremely satisfied and ‘1’ is
extremely dissatisfied; how satisfied are you with your company as a place to work?
Q01 I know what is expected of me at work.
Q02 I have the materials and equipment I need to do my work right
Q03 At work, I have the opportunity to do what I do best everyday.
Q04 In the last seven days, I have received recognition or praise for doing good work.
Q05 My supervisor or someone at work seems to care about me as a person.
Q06 There is someone at work, who encourages my development
Q07 At work my opinions seem to count.
Q08 The mission or purpose of my company makes me feel my job is important.
Q09 My associates or fellow employees are committed to doing quality work.
Q10 I have a best friend at work.
Q11 In the last six months, someone at work has talked to me about my progress.
Q12 The last year, I have had opportunities at work to learn and grow.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 174
6. 12
Since 1998, Q has been administered to more than 15 million employees in 164 different
countries and 65 languages.
4.6 Increasing employee engagement
According to various studies, organizations, that give emphasis on employee engagement,
consider the following factors to be important in increasing employee engagement.
1. Culture: It basically encompasses various factors such as leadership style, vision,
mission, values, effective communications, strategic plan, HR policies & practices etc.
Corporate culture helps an organization to connect with people, gives employees the
opportunities to ideate and experience, develops employees for leadership roles and
helps them grow with the organization.
2. Continuous reinforcement of employeefocused policies: Continuous reinforcement
exists when proemployee HR policies are framed by the organization and top
management provides budgets and resources so that the employees can accomplish
their tasks.
3. Meaningful metrices: An organization’s performance is dependent majorly on its
employees. Hence, it is important to decide on measurement criterion for the factors
that affect performance of an organization. This drives people focus in an
organization.
4. Organizational performance: It leads to high levels of trust, pride, satisfaction,
success and of course fun at work place.
5. Increased job involvement and job satisfaction: A clear understanding of job role &
work role expectations and opportunities to excel, recognition of good work,
opportunities to develop skills and opportunities for learning & growth help to
increase job engagement.
6. Encouraging teamwork: Teamwork is the key to organizational success.. To increase
team engagement, the team members should be allowed to interact frequently and
consistently so that longer term relationships are developed including trust, co
operation and reliance on each other.
7. Handling employees’ mental & physical health and morale: Reports suggest that
lifestyle issues such as smoking, poor diet, obesity, elevated blood pressure and stress
are most likely to reduce an individual’s capacity. Companies must invest in the well
being of their employee such as employee health priorities.
4.7 Handling nonengaged and disengaged employees
Employees are hired to do the following things:
1. Achieve the targeted business goals of the company.
2. To create productive workplace.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 175
7. 3. Managing and maintaining customer satisfaction.
Nonengaged and disengaged employees tend to forget the goals. They only concentrate on the
tasks and just share a productive relationship with their managers or with their coworkers. Non
engaged and disengaged employees are not happy at work. Nonengaged and disengaged
employees can be handled in the following ways.
1. As nonengaged and disengaged employees tend to focus on accomplishing tasks rather
than achieving an outcome, the manger can help them clarify how they can achieve
their outcome. Most of the time it has been found that the nonengaged and disengaged
employees do not have any aspirations on their own. Effective managers must find out
the strengths of these nonengaged and disengaged employees and assign them work at
which they are the best suitable.
2. GALLUP Q12 study indicates that if the employees are receiving positive
psychological and emotional support and they feel being cared and if in addition they
receive recognition and are put in the right team where the psychology of the co
workers match and they can be friendly to each other, the level of job engagement
increases significantly.
3. Employees’ effectiveness is highly influenced by the corresponding firm’s role in
employee development. When managers and supervisors take the role of mentors,
coaches and counselors, it leads to enhanced employee development as a whole.
According to Tansky and Cohen (2001) managers are only motivated to support the
development of the subordinates when they themselves feel supported in their own
career growth.
4. The perception of organizational support is one of the most important variables in
enhancing employee engagement and reducing psychological withdrawal and burnouts.
The readiness of an organization to reward good performance, employeesupervisor
bonding, organization’s commitment to employees’ health and wellbeing are the
effective tools for enhancing job satisfaction.
5. Employees must feel their importance and necessity in the workplace, equal
opportunities for growth and development and fair treatment.
4.8 Employee Engagement corporate practices – Indian context
1. At Tata Consultancy Services (TCS), senior executives guide team members
coming up with innovative solutions to workrelated issues / problems. This has
resulted in development of a number of useful products that have resulted in
successful business endeavors. TCS, which has diverse teams working in different
geographic locations in different cultures, created the ‘Ultimax’ platform an online
forum, where employees across levels and geographies can come together.
2. At Bharti Airtel Ltd, the new joiners & the best performers for the month are
rewarded with a special dinner / lunch with their Chief Operations Officer.
3. Aditya Birla Group regularly monitors employee engagement at all levels across the
group through the biennial organization health study (OHS), which is led by the
ASIAN JOURNAL OF MANAGEMENT RESEARCH 176
8. chairman. It gives employees a unique opportunity to anonymously and frankly
express their opinions on a range of issues. The Aditya Birla Awards for
Outstanding Achievement — has also been a key engagement factor. During the
awards, a number of Groupwide competitions are conducted. Over the years,
competitions like Vision 2015, Oh! Not So Smart, Aditya Birla Group value
leaders’ poll, etc, have been conducted. These competitions are open to all
employees of the group. "Aditya Birla Group has a single portal which provides
various job opportunities across levels, businesses and geographical locations of the
Group. Aditya Birla Group also has opened up various learning opportunities like
a) Gyanodaya The Group varsity for management learning: Herein the managers
participate in managerial and strategy programs conducted by the leading
academics. b) The virtual campus work to support the 'Elearners'. Over 250 online
courses spanning areas such as leadership, sales, marketing and engineering are
available on the learning network.
4. Indian Hotels, which operates the Taj chain of hotels, has been able to create a
culture where the performance of employees is measured on customer Orientation
efforts and the guidance given by senior leaders.
5. A prime example of employee engagement in Tata Motors is Tata club at
Jamshedpur, which serves as a gathering point for employees and their families as
they come together, network and have fun. The Community Development Centres
(CDCs) have also been established across India to merge family values into Tata
Motors organizational culture. To promote the value of education and to highlight
the achievements of employee’s children, merit awards are given in academics,
sports & extra curricular activities. The artistic talent of the employees is nurtured
through Kalasagar and Kalasangam – Tata Motors Cultural group. They arrange
various cultural events on music, drama, dance and other activities to promote the
creativity among the employees and their families.
6. Hindustan Unilever Ltd.'s sales people fan out over the country, bringing shampoo
and ice cream cones to onesixth of the world's population. HUL realized that a
cyclical feedback system is good for sales managers and the salespeople they
manage. HUL believes that "Ownership of engagement really goes to the manager".
In the recent past, HUL managers underwent intense engagement training with
Gallup consultants; and also reviewed each individual's followup action plan. Then
they went to different locations to talk to salespeople individually.
7. Through the Employee Involvement Program, Microsoft aims to offer employees
with an additional opportunity for personal and professional development, to apply
and develop their skill sets through crossgroup collaboration, teamwork with
colleagues and partners in the community, to expand personal horizons outside the
Microsoft environment. Microsoft employees meet students in schools and colleges
and answer questions on various aspects of their areas of expertise, mostly centered
on career paths.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 177
9. 8. PwC has maintained engagement indices during the recent period of economic
disturbance by identifying and focusing on things that mattered most to the
employees in 80 different business units, and notably on – a) Making strategy
meaningful to people by effective communication, b) Actions of individual leaders,
c) People Manager development, and d) Focus on personal development.
9. Vodafone has implemented a new model of ‘customer centricity’ to drive improved
customer and employee satisfaction. The Vodafone Way is modelled on three key
tenets: Speed, Simplicity & Trust; with line managers being held accountable for
team engagement with performance measures and providing them with tools and
plans to drive performance by giving employees clear goals and a customer/client
focus – and thereby achieving increased levels of productivity and innovation even
in the downturn..
10. ITC harnesses the creative potential of all its employees by promoting a culture of
partnerships to unleash relevant synergies between different groups of employees.
All major changes in operations involving work processes, manning norms and
other productivity linked issues are carried out after discussions with the employees
and the recognized unions at each location. Implementation Business plans is
shared with employees at all units through a series of formal communication
meetings, and through the intranet portals.
11. In Godrej, the Company's motto is ‘take yourself lightly and take your job and your
responsibilities seriously’. They believe real fun at work implies that ‘Work itself is
fun’. In Godrej and Boyce, there are various initiatives that have been taken up by
practically all the divisions and Corporate HR. Each Divisional Personnel Head
organizes some fun initiatives for the division like Birthday celebrations, Annual
gettogethers, Department picnics, Attendance / Retirement functions, Festive
dress codes, Dusserah /Diwali celebrations, online quizzes, Saturday casual
dressing, Learning and Sharing day, Team Lunches/Movies, Sense of Humour (try
to laugh at ourselves rather than others), Lights Off Day, Wall of fame to announce
Employee of the Quarter/Month. Some divisions also have clip boards for pasting
jokes, cartoons and job related updates.
12. Tata AIG General Insurance Co. Ltd commemorate individual and team
achievements by organizing a fun filled evening for the employees. Employee
TownHall is an event where the head of the organization addresses and interacts
with all employees giving them an insight about the company's progress and
unfolding the way forward. Interdepartmental cricket & football matches organized
every year for sports enthusiasts helps foster a spirit of teamwork. World of Work
(WOW) is another event when employees' children are invited to come and spend
time at their parents' workplace.
5. Practices to boost up employee engagement
New employee orientation is often one of the first and best opportunities to engage employees.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 178
10. 5.1 Engagement at the time of on boarding
Employee engagement begins from the very first day of joining of a new employee. The
employee should receive a warm welcome. The new joiners’ name can be displayed on the
notice board so that everyone comes to know. The new joiners of the day can be treated with
lunch with one or more senior persons so that they feel important.
5.2 Engagement at the time of Induction
HR department can assign a buddy to help the new joiner in understanding and to get along with
the organization’s culture & values. Besides a buddy, one mentor should be assigned to the new
joiner at least for the first six months, so that he/she can get professional and moral support &
does not feel lost in the ocean. Induction management should be on high priority – generally any
ideal induction process should start with a brief history of the organization and philosophy,
vision, mission, values, organization structure, product range, customers & suppliers and all
other vital information alongwith locational guidance. HR policies and code of conduct should
be talked upon the on the very first day.
5.3 Engagement for the regular employees
This can be classified into three parts
Workplace Communication
1. Fun at Work
2. Celebration of festivals and other events
Communication is a very important component of engagement. Town Hall meeting along with
family of the employees to felicitate all the top performers in front of their families is a common
practice across industries. At the beginning of each month, any guest speaker or any top level
executive of the organization can take a onehour session to communicate the company’s goals,
performance, achievements & current market scenario. This creates a lot of enthusiasm and
vibrations among employees as they feel informed and aligned with the organization’s
performance. Fun at work is practiced through various games, sports, competitions and activities
involving employees & their families’. Celebration of various national/ regional festivals &
national events like Independence Day & Republic Day is another common practice across
industry as a tool of engagement.
5.4 Research findings on impact of employee engagement on productivity, profitability and
customer satisfaction
In the Gallup Study nine performance outcomes were studied: Customer loyalty/engagement,
profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety
incidents and quality (defects). Employee engagement is related to each of the nine performance
outcome studied. Results show consistent correlation across different organizations. The
correlation between employee engagement and composite performance found to be
0.48.Findings showed correlations between job satisfaction and organizational commitment
ASIAN JOURNAL OF MANAGEMENT RESEARCH 179
11. translate into lower turnover. Thus higher levels of employee commitment, i.e., how likely they
were to stay with the organization, indicate higher levels of employee engagement. According to
Gallup, there are three types of employees in an organization –
1. Engaged – These employees are the builders. They are eager to know the expectations
from their role so that they can meet and exceed them.
2. Not Engaged – These employees tend to concentrate on tasks rather than the goals and
outcomes. They need others to drive them.
3. Actively disengaged – These employees are consistently against virtual everything. They
are not just unhappy at work they show their unhappiness openly.
In world class organizations, the ratio of engaged to actively disengaged employees is: 9.57: 1. In
average organizations, the ratio of engaged to actively disengaged employees is 1.83:1Studies by
Gallup organizations released in 2003 show that only 29% of workers were engaged in their
work, 54 % were not engaged and 17% were actively disengaged. Employee engagement creates
greater motivation within employees for the work they do and increases their commitment to the
organization. It is about creating an enthusiasm for their roles, their work and the organization
and ensuring they are aligned with the values of the organization, well informed and well
integrated with their colleagues and the culture of the organization. As per the 2008 Association
for Training and Development (ASTD) Employee Engagement study, top 3 business benefits
derived from engagement are –
1. Enhance customer service and drive customer satisfaction.
2. Improve organizational productivity
3. Improve the bottom line.
Top 3 factors that positively influence employee engagement are –
1. Quality of training and learning opportunities
2. Learning through stretch assignments
3. Frequency of learning opportunities.
Kahn (1990, 1992), the first scholar to apply the concept of engagement to work, argued that
employee engagement is contingent on three psychological conditions in the workplace:
Meaningfulness, psychological safety and availability. Meaningfulness refers to the intrinsic
employees attach to performance in the work role. It is influenced by the tasks employees
perform and the roles they fill. Safety pertains to the sense of whether one perceives freedom to
be authentic in the work role. Its primary determinant is the perceived quality of interpersonal
interaction employees experience at work. (May et. al, 2004). Finally availability involves
employee’s beliefs regarding whether they posses the physical, cognitive and emotional
resources needed to invest themselves fully in their work roles. It is determined largely by
individuals’ perceptions of the quantity and quality of available resources and the extent of
involvement in activities outside the work. All these three conditions determine whether
employees are engaged or not. Hay Group through their extensive research found out
ASIAN JOURNAL OF MANAGEMENT RESEARCH 180
12. i) Engagement and enablement are both important determinants of employee
performance
ii) Organizations are unlikely to sustain one without the other.
iii) Frustrated employees will breakthrough barriers, disengage or leave the organization.
Figure 1: Engagement & Enablement implications (Source: Research findings by Hay Group)
An IRS Survey in 2004 established that the following were the top five influences on
commitment and employee satisfaction. :
1. Relationship with Manager : 63%
2. Relationship with Colleagues : 60%
3. Quality of line management : 62%
4. Recognition of contribution : 56%
5. Leadership : Visibility and confidence : 55%
The 20072008 Towers Perrine Global Workforce study showed that 21 % of employees were
engaged, 41% were enrolled, 30% were disenchanted and 8 % were disengaged. Recent
researches by Towers Perrine found that the level of employee engagement had an interesting
relationship to retention indicators. Researchers found that although higher levels of engagement
indicate higher levels of retention those in the ‘engaged’ group still passively seek new jobs.
They also found that 15% of actively disengaged employees do not seek other employment.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 181
13. §Clear & promising direction
§Confidence in leaders
§Quality & customer focus Engagement
§Respect & recognition §Commitment
§Development opportunities §Discretionary effort
Financial success
§Pay & benefits.
Drivers Employee Customer
Satisfaction
Effectiveness
§Performance Management
§Authority &
Employee
§Empowerment Enablement performance
§Resources §Optimized Roles
§Training §Supportive Environment
§Collaboration
§Work, Structure & Process
Figure 2: Employee Effectiveness Framework – Common Drivers (Source: Hay Group Insight’s
Employee Effectiveness Framework – Common Drivers)
In 2010, The corporate Executive Board‘s corporate Leadership Council conducted a study and
find out that almost 23 % of employees in an organization show a high level of intend to stay
attitude and also found that the employees who are committed to their organization put forth
almost 57% more effort and are 87% less likely to leave their company than disengaged
employees. Right Management, a manpower research organization conducted a study during the
period Nov’08 – Jan ’09 among 28810 employees in 15 countries in America, Africa & Asia
Pacific .& found that engagement leads to higher financial performance, higher customer
satisfaction and higher employee retention . People, who indicated that their organization is the
best, found to have almost double the level of engagement than employees who reported average
organizational performance. It is important for an organization to find ways to clearly
communicate successes that demonstrates how the organization is performing. Employees not
only see the connection between their work and this success but also understand how they
support overall organization al performance which directly impact engagement levels.
Engaged employees understand value of positive customer experience and more likely to
demonstrate their commitment by delivering high quality products and services. Positive
customer experiences should be shared throughout the company. Connection to positive
customer experience is vital to healthy engagement levels.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 182
14. % of Engaged Employees
One of the best performing organizations in its sectors 53.00%
Above average perf ormer 41.00%
Average perf ormer 23.00%
Below Average perf ormer 8.00%
Don't know 28.00%
0 0.1 0.2 0.3 0.4 0.5 0.6
Figure 3: Employee Engagement by Financial Performance (Source: Employee Engagement by
Right Management)
Figure 4: The Relationship between Employee Engagement and Customer Satisfaction (Source:
Employee Engagement by Right Management)
Engaged Employees are 7 times less likely to leave in the next year and 1.5 times more likely to
stay for at least 5 years. The University of Wisconsin conducted a research in association with
Right management’s 20082009 global benchmarking study revealed significant relationship
between engagement and key organizational metrics. This research studied 3200 employees from
343 companies and examined factors such as relationship between engagement and key
organizational indices. There was a clear difference in ROA (Return on Assets) between those
organizations in which employees responded to Right management’s engagement questions with
favorable perceptions. Employee’s knowledge of how well an organization’s assets are being
managed has a positive impact on engagement.There is a strong link between productivity and
ASIAN JOURNAL OF MANAGEMENT RESEARCH 183
15. engagement. Employees’ knowledge of an organization’s productivity levels also has positive
impact on engagement.
ENGAGEMENT IMPACT ON PRODUCTIVITY
160
129.7 130 135
140
120
100
Bottom Quartile
80 63.6 68.6
61.5
Top Quartile
60
40
20
0
Overall, I am Overall, I am I would
satisfied with my satisfied with my recommend my
organization as present job. organization to
an employer my friends and
colleagues as a
great place to
work
Figure 5: Engagement Impact on Productivity (Source: Employee Engagement by Right
Management)
Hay Groups’ case studies based on enablement and engagement shows the advantage of linking
on employee performance, employee retention, customer satisfaction and financial success.
Figure 6: The business case for engaging and enabling employees (Source: Based on linkage
case studies using Hay Group’s global normative database)
ASIAN JOURNAL OF MANAGEMENT RESEARCH 184
16. Several recent studies of Employee Engagement levels have pointed on the Indian workforce as
being more focused in helping the organizations they work to achieve its goals. A recent study
done in partnership between Business world and two human resource consulting firms – HR
Anexi and Blessingwhite – again points at significant differences between what motivates
workers in India and what motivates workers in other countries. This study identified 5 different
employees segment –
1. The Engaged High contribution and high satisfaction.
2. Almost Engaged – Medium to high contribution & satisfaction.
3. Honeymooners & Hamsters – Medium to high satisfaction but low contribution
4. Crush & Burn – Medium to High contribution but low on satisfaction.
5. The disengaged – Low to medium contribution & satisfaction.
The study conducted by Blessing White and HR Anexi also found out that just over 34%
employees in India are fully engaged and 13% are actually disengaged. Indian workforce proved
to be the most focused and satisfied globally.
Table 1: General statistics
Honeymooners Crash Almost
Region Disengaged & Hamsters & Burn engaged Fully Engaged
India 13% 13% 11% 29% 34%
Australia
& NZ 20% 18% 12% 24% 26%
Europe 21% 15% 13% 28% 23%
China 33% 9% 16% 32% 10%
Global
Average 18% 12% 13% 28% 29%
Though Indian firms have benefited from rapid growth and healthy profitability, HR processes
have suggested keeping up with the growth and dynamic nature of India’s workforce. Right
Management study showed that organizations that seek to improve engagement measures
experience significant differences country wise in engagement levels from 45% in India to only
11% in Japan.
5.5 Conclusion
After reviewing research & survey findings of Gallup , Hay Group , ISR , Right Management ,
Blessing white & HR Annexi etc., it can be certainly concluded that high levels of employee
engagement will lead to improved employee commitment & involvement towards job and thus
creating a motivated workforce – that will work together to achieve the common goals of the
organization . Highly engaged workforce will definitely make an organization more successful in
terms of financial & non financial parameters. Engaged employees demonstrate three general
characteristics: (i) Say – They consistently speak positively about the organization to colleagues,
customers, family & friends. (ii) Stay – They have strong desire to be with the organization even
if they get job offers outside. (iii) Strive – They put in extra time, effort and initiative to
ASIAN JOURNAL OF MANAGEMENT RESEARCH 185
17. contribute to business performance. Employee Engagement depends on four major conditions in
the workplace: Organization’s culture, continuous reinforcement of peoplefocused policies,
meaningful metrices and organizational performance. Corporate culture helps an organization to
connect with the employees, gives them empowerment in decision making process and develops
them to shoulder greater responsibilities. Continuous reinforcement happens when an
organization frames policies which act as facilitator towards accomplishment of goals by the
employees and thereby the organization itself. Meaningful metrices refers to devising
performance measurement criterion in such a way that employees are clear about their goals.
Organizational performance leads to pride, job satisfaction, trust and a sense of belongingness to
the organization. Employees should have the feeling that they possess the right kind of physical,
cognitive and emotional resources to perform their job at optimum level. An organization should
also know how to project and communicate the success stories of the organization to the
employees. Thus employees are able to relate their individual performances with the success and
also understand how their performance has a direct impact on the performance of the
organization as a whole. This contributes towards enhanced employee engagement. The
employees, who perceive their organization to be the best place to work, contribute more. High
engagement leads to higher financial performance, higher productivity, higher customer
satisfaction and lower manpower turnover. Employee engagement process can be described by
the following framework (Figure – 7).
5.6 Implications
This article presented the employee engagement concept in a methodical way firstly, by
describing the evolution and definition of employee engagement alongwith its relevance &
challenges. Secondly, the article discussed the different key drivers of employee engagement
together with how to measure and how to increase the same. It also discussed how to handle non
engaged and disengaged employees. Thirdly, the article presented the employee engagement
practices being conducted by the corporate. Fourthly, this article reviewed the key research &
survey findings by internationally reputed organizations. This article has been presented by
literature review method in a systematic manner, which will definitely help in conceptualization
on the subject. Exploring the seminal works on employee engagement will help the future
researchers in analyzing the impact of employee engagement on different organizational
parameters. Employee engagement practices across organizations presented in this article will
definitely help a HR professional to gain insight while devising employee engagement strategy
for his / her organization.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 186
18. Basic Factors Drivers Outcome of Employee Engagement
Organizational Trust & Integrity
Improved
Culture financial
performance
Nature of the job & ownership
of the job
People Focused Line of sight between employee
Policies performance & organization’s
performance Higher
Customer
Satisfaction
and customer
Career Growth
loyalty
Opportunities
Emp
Pride about the company loye
Meaningful e
performance Enga
Metrices gem
ent
and
Coworkers & Team effec
members tiven Higher
ess Employee
productivity
Employee Development
Organizational
Performance
Relationship with ones
manager
Higher level
of Employee
Retention
Employee empowerment &
employee participation in
decision making
Figure 7: Employee Engagement Frameworks
ASIAN JOURNAL OF MANAGEMENT RESEARCH 187
19. 6. References
1. Q12 MetaAnalysis: The Relationship Between Engagement at Work and
Organizational Outcomes : James K. Harter, Ph.D., Gallup , Frank L. Schmidt,
Ph.D., University of Iowa Emily A. Killham, M.A., Gallup , Sangeeta Agrawal, M.S.,
Gallup
2. The Employee Engagement Equation in India: Presented By BlessingWhite & HR
Anexi
3. Employee Engagement: Maximizing Organizational Performance: Right Management
4. Robinson D. Perryman S. Hayday S. (2004). The Drivers of Employee Engagement.
IES Report 408. ISBN 1 85184 336
5. The Economic Case for People Performance Management and Measurement – Profile
International
6. “An Empirical Analysis of the Relationship between Employee Attitudes,
Customer.Attitudes and CustomerSpending
7. Employee Engagement & Corporate Culture Research Study – by WhiteBoard –
maximizing capital
8. The Godrej House Magazine and Gallup Management Journal, referred during April
2011.
9. Employee Engagement at the Organizational Level of Analysis S. DOUGLAS
PUGH & JOERG DIETZ (Industrial and Organizational Psychology, 1 (2008), pp
44–47)
10. Engaging the Aging Workforce: The Relationship between Perceived Age
Similarities, Satisfaction with Coworkers, and Employee Engagement. Derek R.
Avery & Patrick F. McKay (Journal of Applied Psychology 2007, 92(6), pp 1542–
1556)
11. Reengaging with engagement – Economist Intelligence Unit – The Economist
12. 14.“The New ROI of HR: Return on Intangibles,” David Creelman and Dave Ulrich,
13. Driving Performance and Retention through Employee Engagement: Lloyd Morgan
Corporate Executive Board, 2004.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 188
20. 14. Employee Engagement SIES College of Management Studies Working Paper Series
15. Engaging and enabling employees to improve performance outcome: Hay Group
Insight, Hay Group’s survey research division, 2009
16. http://gmj.gallup.com/content/20770/gallupstudyfeelinggoodmattersinthe.aspx ,
accessed during April 2011.
17. http://www.mobilityagenda.org/gallup.pdf, accessed during April 2011.
18. http://www.isrinsight.com, accessed during April 2011.
th
19. Time Magazine, dated 28 April, 2008, referred on April 2011.
ASIAN JOURNAL OF MANAGEMENT RESEARCH 189