Establishing Interviews Shareholders/owners Low (5%) Meeting during the

 

 

 

 

 

 

 

 

 

Establishing an Employee
Engagement Framework in Byte-Complex Inc.

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Institution

 

Establishing an Employee
Engagement Framework in Byte-Complex Inc

Employee engagement is an important
attribute in enhancing the growth of the organization. It is the process of
promoting a fruitful interaction between employees and the management in order
to attain the organizational objectives. The process of employee engagement is
articulated in a way that builds trust, integrity, and communication among the
employees of the organization. Furthermore, proper coordination among the
employees fosters individual productivity and the overall organizational
performance. Intrinsically, the organizational performance is attained by the
coordination of individual efforts among different stakeholders as well is the
optimization of their performances such that every employee contributes their
highest possible performance.

Aims and Objectives

·        
To
find out that employee engagement is paramount in advanced organizational performance

·        
To
illustrate that employee performance requires fundamental attributes such as
integrity, trust, and meritocracy.

Key Stakeholders

The key stakeholders in employee
management include the management team, subordinate employees, and the
shareholders. The shareholders are the owners of the business, whose interest
lies in a highly coordinated working environment. The management team is
required to showcase articulacy and leadership in promoting employee
engagement. Additionally, the management team must continuously understand the
importance of teamwork and coordination among employees. Mainly, these
approaches are used to create a productive environment at the workplace while
maintaining the operational principles within the organization. The employees are
charged with the responsibility of adhering to the rules of engagement by
engaging in positive interactions within the organization.

The stakeholders can be presented in
a tabulated format as illustrated in the figure below:

Stakeholders

Level of Interest

Method of Feedback

Senior Managers

High (60%)

Webinar

Immediate Supervisors

Moderate (20%)

Face-to-Face

Subordinate Employees

Relatively Low (15%)

Face-to-face Interviews

Shareholders/owners

Low (5%)

Meeting during
the next AGM

 

Literature
Review

The meaning of employee
engagement

Employment engagement lacks a
specific meaning; however, it encompasses various attributes, which are
critical in promoting viable relations at the workplace. According to Macey
& Schneider (2008), employee engagement exhibits an ambiguous meaning and
thus cannot be pinned to a specific definition. The concept is also used under
varying psychological, behavioural, and tactical contexts. Therefore, the
concept is defined under three prepositions: behavioural engagement,
psychological state engagement, and psychological engagement. All in all,
employee engagement is an approach that seeks to improve the interpersonal
relationships at the workplace regardless of the inherent differences among the
workers.

Antecedents of Employee
Engagement

Employee
engagement is influenced by various factors. Mostly, these factors influence
the ability of the employees to interact with their fellow employees, seniors,
as well as express their concerns regarding the operations of the organization.
According to Smithson and Stokoe (2005), a significant degree of flexibility is
required to improve sociability of the employees so as to increase the degree
of correspondence at the workplace. Some of the common factors include
flexibility, the learning culture, cultural diversity, communication,
transparency and honesty. Successful organizations tend to encourage an
environment where the employees can express their personal and professional
concerns to the management without the fear of victimization.

Flexibility

Flexibility is
mostly associated with the working hours. Essentially, the company tends to
encourage individual performance rather than mere adherence to time. The
company evaluates the employees on their ability to deliver on their job
description rather than keeping time. Employees are highly intrigued by
organizations that promote a considerable degree of flexibility in terms of
working time (Ng, Butts, Vandenberg, DeJoy, & Wilson, 2006). For instance,
in some companies, the management only requires the ultimate performance and
not necessarily the nitty-gritties of daily operations. The process gradually
fosters responsibility and prepares the employees to creatively and proactively
uphold the performance of the organization.

Adopting a Learning Culture

Organizational
processes are highly dynamic and require the employees to comprehend the
approaches that can be used to uphold organizational performance. Adopting a
learning culture enables the individual employees to grow constantly in line
with the needs of the organization. Additionally, learning in line with the
needs of the organization creates objectivity such committed employees can gain
knowledge and use it to transform the organization. The company can contribute
to such processes by offering a study leave to its employees, holding
educational and training forums for the employees, and offering scholarships to
the technical employees in highly specialised institutions of higher learning.

Several
successful companies constantly hold internal training exercises to ensure that
all the employees are fully versed with the needs of the organization.
Crucially, this approach upholds coordination in the manner in which the
workers implement the requirements of the company. Inherently, organizational
development approaches provide a framework within which the organization can
articulately meet their requirements in line with the organizational needs.
Most organizations have specialised in training their workers properly and
granting them palatable working conditions to lower employee turnover.
Ultimately, this approach creates consistency and develops an interactive
development approach within the organization. Critically, learning
opportunities within the organization reduces the psychological limitations
such as low self-esteem and confidence issues.

Transparency and Honesty

One of the
greatest development approaches entails the development of a reliable employee
engagement is transparency and honesty. According to Rawlins (2008), employees
tend to be honest when there are positive repercussions of such honesty.
Additionally, a viable employee engagement framework enables the effectively
participate in various organizational development approaches. Mostly,
organizational leaders and managers understand that the lack of honesty among
employees can be dangerous in the organization’s performance and continuity.
Therefore, the organization fosters honesty by remaining transparent to the
employees. Additionally, the company continuously rewards the employees for
their honesty and performance to make them feel part of the overall
organizational success.

Communication

Most
organizational roles and approaches are bracketed under the concept of
communication. Effective communication enables the various stakeholders to
operate on a common platform. Essentially, the organizational development
approach must be intertwined with a series of critical approaches in order to
create a reliable development framework as well as in a way that creates
goodwill within the organization. Proper communication; therefore, provides a
reliable mechanism upon which the organization can continually achieve its
objectives. The objectives and aspirations of the organization must be
constantly communicated to the employees to improve the coordination of events
within the organization.

Communication
must be objectively conducted to improve its impact on the organizational
performance as well as create a palatable and friendly working environment.
According to Mumby (2008), communication needs to be friendly and objective
regardless of the position of an employee. In this case, managers that are
closer to their subordinates are able to discharge their leadership roles
effectively and emphatically. Kikoski (1999) asserts that familiarity bleeds
contempt; however, lack of it creates an unfriendly environment and reduces the
effectiveness of organizational performance. For instance, bossy and distant
managers are either feared or abhorred by most subordinate members, which ruins
the goodwill, honesty, and transparency. 

 Cultural Diversity

Cultural
diversity is an important attribute in the development of a productive working
environment at the workplace. It emanates from the fact that most organizations
come from different ethnicities and thus, their actions and behaviour are
influenced by their cultural backgrounds. If not properly addressed, cultural
diversity can create a significant ethnic division at the workplace. One of the
common challenges is the tendency of the people to conglomerate with
individuals and workers that share their cultural background. Most critical, is
the tendency of the managers to extend favour to subordinate members that share
their cultural background. The organization must be able to bridge the differences
such that the employees can benefit from the cultural diversity at the
workplace (Allen, Dawson, Wheatley, & White, 2007). Considerably, it is
difficult for the organization to contain of members from a single ethnicity;
therefore, it must integrate the differences through education and guidance to
create coherence and coordination within the organization.

Critic of Literature Review

The various
accounts that have been discussed in this research have a significant
contribution in the assimilation of the subject of research. However, they have
a significant degree of limitations in the sense that they interfere with the
need to understand the implications of the current research framework. For
instance, there are researches that conceptually contribute in the concept of
engagement yet they were published over two decades ago. Obviously, the
organizational management context has changed significantly over time. In as
much as these sources are intended to create a conceptual approach, they
interfere with the overall judgment of the research. A significant example is a
journal article that was comprehensively researched, yet it provides a better
content than articles that have been previously published.

Critic of Qualitative Research

The
current research is purely qualitative using secondary findings; therefore, it
also has a wide range of limitations. Implicitly, the reliability of the
research depends on the quality of the previously completed research. Qualitative
research is also characterised by numerous assumptions, which lacks a strong
numerical backup. In this regard, the reliability of information obtained from
the research lack sufficient connection with the issues on the ground.
Researching about the role of employee engagement can be articulated based on
the existing studies; however, it cannot be practically connected to the
current situation in various organizations.

For
qualitative research to be properly conceptualized there needs to be practical
examples citing the relationship between employee engagement frameworks and the
corresponding organizational performance. The current operational framework is
limited by the nature of the research, where certain antecedents of employee
engagement can presumptuously obtained from the prevailing literature.
Ultimately, the factor is research in isolation to the other factors that
promote to organizational performance. Understandably, the role of
organizational management requires the prevalence of a series of critical
development approaches, which are linked to the development of a series of
viable development approaches.

Critic of Quantitative Research

In the event
that the researcher uses quantitative research; numerous challenges may
negatively influence the reliability of the research. In this case, the nature
of the research may make it difficult to quantify certain parameters such as
the impact of cultural diversity in a selected organization. The most
challenging part is the conduction of quantitative research. According to Creswell
& Creswell (2017), a considerably few studies have been completed using
quantitative research on employee engagement due to the modalities required in
quantifying variables and using them to obtain information in various
companies. Punch (2013) further observes that reliable organizational
development approaches are intertwined with the need to critically understand
the impact of certain factors on the general performance of the organization as
well as in creating an interlink between various factors within an organizational
setup.  

Application to Chosen Business

The current
study focuses on IT-based Company, which develops systems for various hard ware
systems. The company further develops management systems to improve the general
performance within the organization. The organization, Byte-Complex Inc. (an
arbitrary name used for the purpose of this study) been in operation for a
decade seeks to understand a systematic development approach, which could be
used to articulate the performance of the organization in a multidimensional
framework. Applicably, a qualitative study will be utilized to research the
impact of employee engagement in addressing the current development frameworks
within the organization.   

The
proposed method of feedback

The researcher
proposes the utilization of systematically articulated interviews within the
respective departments within the organization. Initially, the researcher seeks
to understand the degree of employee engagement within the organization.
Afterwards, the researcher will pinpoint the current degree employee engagement
and recommend the approaches that are viable in increasing the employee
engagement within the organization. These approaches will be viable in
development a reliable development approach in a multidisciplinary framework.
Critically, the research will provide the approach that can be effectively used
in the development of a reliable development framework in a systematic
framework. Apparently, the organization has a profitable model but the
profitability margin is gradually decreasing and within the next 8 years the
company will only be able to break-even and could eventually plunge into making
losses.

Collecting Feedback

Inasmuch
as the shareholders are labelled with the lowest interest, the mount pressure
on the senior management to achieve the outlined objectives. Additionally, the
shareholders are mostly concerned with the profits rather than the minute
operations within the organization. According to Srivastava, Bartol, and Locke
(2006), the empowerment of organizational senior managers reduces the burden of
running a company. Mostly, this is because the managers assume a high degree of
responsibility and accountability to the owners. Furthermore, they enjoy
privileges such as determining the modalities within which the organization
should be operated. The most concern among the shareholders is that the senior
management utilizes the privileges appropriately and properly articulately
dispatches the mandate given by the company to achieve the objectives.  

Stakeholders

Level of Interest

Method of Feedback

Senior Managers

High (60%)

Webinar

Immediate Supervisors

Moderate (20%)

Face-to-Face

Subordinate Employees

Relatively Low (15%)

Face-to-face Interviews

Shareholders/owners

Low (5%)

Meeting during
the next AGM

Table 1: Table illustrating the degree of interest among
the company’s stakeholders and the feedback approaches

The
research team intends to collect the viable information using the following the
preliminary framework presented in graph 1 below. The feedback presented below
corresponds to a feedback exercise that was conducted on the company two years
ago. The respective shareholders within the company have varying interests. According
to the graph, the feedback will be obtained in form of an interview where
selected members from each department will participate. The corresponding
graphical illustration appears as shown on the graph 1 shown below:

Graph 1: Feedback from the respective
stakeholders of the company.

Conclusion

The
research concisely presents the factors that influence employee engagement, the
advantages of an effective engagement, and the approaches that can be utilized
to ensure that the organization upholds a viable organizational framework.
Byte-Complex Inc. specialises in the development of software-based systems for
all convectional hardware systems. The company’s
performance is highly intertwined with the prevailing level of organizational
management. Apparently, the company has a desirable performance; however, there
is a downward trend in the organization’s profitability, which is projected to
reduce significantly within the next decade. The research; therefore, explores
the current degree of employee engagement and how it can be improved.

Improving
the current employee engagement is aimed at upholding the organizational
performance for the company. The research observes that the employee
performance can be improved through internal and external training forums on
all levels of management on the approaches and importance of employee
engagement. Additionally, the approaches are aimed to ensure that the company
is articulately versed with the current development frameworks to improve
performance and organizational development approaches. The study explores the
common antecedents of employee engagement such as flexibility, the learning
culture, cultural diversity, communication, transparency and honesty. As
aforementioned, the research indicates that these antecedents are critical in
the transformation of the organization.  

Recommendations

The
research recommends that the company must implement the employee engagement
framework that will be critical in addressing the current challenges affecting
the company. The initial step will entail a training drive on employee
engagement within the organization. The management will be given a definite
employee engagement culture, which will encourage the employees to actively
participate in an interactive process that will enable them to express their
personal and professional concerns. Ultimately, the stakeholders will need
orientation towards upholding professionalism while presenting a high degree of
performance.

 

 

References

Allen, R. S., Dawson, G., Wheatley, K.,
& White, C. S. (2007). Perceived diversity and organizational
performance. Employee Relations, 30(1), 20-33.

Creswell, J. W., & Creswell, J. D.
(2017). Research design: Qualitative, quantitative, and mixed methods
approaches. Sage publications.

Kikoski, J. F. (1999). Effective
communication in the performance appraisal interview: Face-to-face
communication for public managers in the culturally diverse workplace. Public
Personnel Management, 28(2), 301-322.

Macey, W. H., & Schneider, B. (2008).
The meaning of employee engagement. Industrial and organizational
Psychology, 1(1), 3-30.

Mumby, D. K. (2008). Organizational
communication: Critical approaches. John Wiley & Sons, Ltd.

Ng, T. W., Butts, M. M., Vandenberg, R.
J., DeJoy, D. M., & Wilson, M. G. (2006). Effects of management
communication, opportunity for learning, and work schedule flexibility on
organizational commitment. Journal of Vocational Behavior, 68(3),
474-489.

Punch, K. F. (2013). Introduction
to social research: Quantitative and qualitative approaches. Sage.

Rawlins, B. R. (2008). Measuring the
relationship between organizational transparency and employee trust.

Smithson, J., & Stokoe, E. H. (2005).
Discourses of work–life balance: negotiating ‘genderblind’terms in
organizations. Gender, Work & Organization, 12(2),
147-168.

Srivastava, A., Bartol, K. M., &
Locke, E. A. (2006). Empowering leadership in management teams: Effects on
knowledge sharing, efficacy, and performance. Academy of management journal,
49(6), 1239-1251.