Employee Engagement
Employee Engagement
Introduction
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:
Grow sales volume
Attract, develop and retain the best talent
Maintain good relations with the trade market
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 obligation from employees who reciprocate with greater levels of engagement. Saks (2006) expounds on this interrelationship and concludes that a theoretical foundation to explain employee engagement this can be found in social exchange theory (SET), wherein individuals who receive economic and socio-emotional resources and benefits from their organization feel obliged to respond in kind and repay the organization.
Thus, organizations that wish to improve employee engagement should focus on employee’ perceptions of the support they receive from their organization, and providing employees with resources, benefits and rewards that over time provide for mutually and rewarding transactions and relationships that will oblige them to reciprocate in kind with higher levels of engagement.
Employee Engagement Practices of XYZ.
In our review of literature on employee engagement we have identified XYZ practices that we perceive provide the resources, benefits and rewards central to Sak’ (2006) foundation in SET. These practices are:
Rewards and Recognition
Communication
Market visits
Measuring employee engagement
Rewards and Recognition
When employees receive rewards and recognition, they respond with higher levels of engagement. While other intrinsic rewards also have a role in influencing employee engagement, external rewards are more influential on an employee’s commitment to a company or organization (Ferrer 2005). Saks’ SET foundation also links benefits to higher engagement, “people vary in their engagement as a function of their perceptions of the benefits they receive from a role” (Saks 2006, p. 604).
2.1.1
Performance-Based Rewards – The Managing and Appraising Performance (MAP) review and Sales Incentive Program (SIP)
XYZ currently uses one performance-based reward, The Managing and Appraising Performance (MAP) review. The MAP is implemented companywide to uniformly measure performance which influences the employee’s annual merit increase (wage increase). The MAP originally measured performance using two criteria, comparing predetermined objectives to employee achievements (what) and the behaviors and actions used to achieve the objectives (how). Recently, the Sales Training Department has developed a set of Key Sales Indicators (KSI’s) to