Employee Engagement
1.0 Introduction
1.1 XYZ Manufacturing, Inc.
Our group has selected XYZ an affiliate of XYZ as our reference organization, focusing on the Company 's sales business unit comprising of 330 employees.
XYZ 's business is the manufacturing, distribution, and sale of fast moving consumer goods. Approximately 70% of the Company 's sales in the XYZ are through traditional privately owned and independent small retail stores distributed nationwide.
Appendix A presents the organizational structure of XYZ sales business unit. The goals of the sales business unit are:
1. Grow sales volume
2. Attract, develop and retain the best talent
3. Maintain good relations with the trade market
1.2 What is Employee Engagement?
Whilst the current lack of empirical research on employee engagement has resulted in speculation that it is merely a fad with little theoretical basis, Saks (2006) study supports the concept that engaged employees will have a higher quality relationship with their employer resulting in more positive attitudes, intentions, and behaviours. Recent studies confirm that high employee engagement translates into "increased discretionary effort, higher productivity and lower turnover at the employee level, as well as increased customer satisfaction and loyalty, profitability and shareholder value for the organization" (Richman 2006).
Saks (2006, p. 602) identifies employee engagement is "a distinct and unique construct that consists of cognitive, emotional, and behavioural components that are associated with individual role performance" and importantly is distinguishable from several related theories, including, organizational commitment, organizational citizenship, and job involvement.
Both Robinson et al. (2004) and Saks (2006) discuss employee engagement as being a relationship of reciprocal interdependence between an employee and their employer. According to Saks (2006) caring and concern exhibited by an organization creates a sense of
1.1 XYZ Manufacturing, Inc.
Our group has selected XYZ an affiliate of XYZ as our reference organization, focusing on the Company 's sales business unit comprising of 330 employees.
XYZ 's business is the manufacturing, distribution, and sale of fast moving consumer goods. Approximately 70% of the Company 's sales in the XYZ are through traditional privately owned and independent small retail stores distributed nationwide.
Appendix A presents the organizational structure of XYZ sales business unit. The goals of the sales business unit are:
1. Grow sales volume
2. Attract, develop and retain the best talent
3. Maintain good relations with the trade market
1.2 What is Employee Engagement?
Whilst the current lack of empirical research on employee engagement has resulted in speculation that it is merely a fad with little theoretical basis, Saks (2006) study supports the concept that engaged employees will have a higher quality relationship with their employer resulting in more positive attitudes, intentions, and behaviours. Recent studies confirm that high employee engagement translates into "increased discretionary effort, higher productivity and lower turnover at the employee level, as well as increased customer satisfaction and loyalty, profitability and shareholder value for the organization" (Richman 2006).
Saks (2006, p. 602) identifies employee engagement is "a distinct and unique construct that consists of cognitive, emotional, and behavioural components that are associated with individual role performance" and importantly is distinguishable from several related theories, including, organizational commitment, organizational citizenship, and job involvement.
Both Robinson et al. (2004) and Saks (2006) discuss employee engagement as being a relationship of reciprocal interdependence between an employee and their employer. According to Saks (2006) caring and concern exhibited by an organization creates a sense of
References: Heaps, G, 2007 ‘Enhancing Employee Engagement through employee feedback: A case brief ', Workspan, Scottsdale. pp. 55 Hill, C 2007, ‘Engage your managers if your want them to be good communicators ', People Management, Vol.13, No.15, pp Richman A, 2006, ‘Everyone wants an engaged workforce how can you create it? ', Workspan, Scottsdale, Vol. 49, pp. 36-9. Rieger, T & Kamins, C, 2006, ‘Why You 're Failing to Engage Customers ', The Gallup Management Journal, Nov. Robinson, D., Perryman, S. & Hayday, S. 2004, ‘The drivers of employee engagement‘, Institute of Employment Studies, Report 405. Saks, A 2006, ‘Antecedents and Consequences of Employee Engagement ', Journal of Managerial Psychology, Vol. 21 No. 7, 2006, pp. 600-619.