Benefits of Employee Engagement Introduction A direct relationship exists between employee engagement and the success of a business company. This relationship is quantifiable especially regarding international or global business. Scholars of human resources management and other related disciplines define employee engagement as a situation where the management of the business organization enhances commitment of employees on their responsibilities resulting in total commitment. In this case, employees develop a spirit where they put company goals and objectives before personal goals. Engaged employees commit themselves to work and in the process do not have time to gossip even during grapevine.
A business company with engaged employees reduces conflicts among employees making it one of the most appropriate mechanism tom avoid conflict. Most business managers and chief executives define success perfectly but fail in comprehending the drivers of success. Managers consider various aspects of success among them profit levels, market share, as well as brand equity. Literature Review Macey, (2009, p. 21) holds that the real impetus of the business lies with employees. Employees become even more critical when discussing global enterprise. They design, develop, and produce products in addition to attending to company clients.
Employees represent the face of the business brand. Scholars concur on the fact that employees constitute determinants of either successful international and local business or those that rarely or fail to attain the full capacity. A successful local or global business enterprise has engaged employees. Research by Azusa Pacific University, 1983, p. 67)) shows that business companies with high rates of employee engagement recorded a nineteen percent increase in their operating income over one year trading period. Similarly, the same companies witnessed a rise in earnings per share averaging twenty-eight percent.
On the other hand, (Oyemba) notes that business with low abilities of engaging employees recorded a drop in income averaging more than thirty-two percent over the same financial period. This correspondent with an eleven percent decline in earnings per share. Flippo, (1984, p. 19) identifies that most managers took lessons from Michael Lewis’ Moneyball applying the same to their respective business environment with measurable success. Issues under consideration included among others measurement of the degree of engagement among employees, evaluation of their performance, as well as levels of elevation.
Global companies operate in various parts of the world and among people with diverse ethnic backgrounds. The Institute Of Personnel Management, (1969, p. 112) writes that this means that adopting the skills and qualities of evaluating intangible factors adds to the quality of performance. The introduction of measurable tools of intangible factors gives managers new, insightful, and actionable solutions to any situation regarding their employees. Relevant and concrete information replaces perceptions, gut feel, and intuition (Lucas, 1999, p. 33).
Wells Fargo stands out as the example of an international company that recognized and embraced the value of successful employee engagement. The company operating in Europe, Africa, as well as the United States of America applied the happy-to-grumpy ratio to assess the levels of its employee engagement. Apart from evaluating what was important in motivating its employees, they also evaluated the degree of their employee engagement. As a successful international company, Wells Fargo concentrated on assessing commitment of individual member of each team. Understanding the drivers of what element in the team covered the duration between projects and the length.
In this case, they sort to comprehend internal links between various business results in projects. Ultimately, Wells Fargo found out that a strong relationship a high degree of employee engagement and increased productivity of employees as well as the satisfaction of customers. Barrio-Urdaneta, 2008, p. 41) on the other hand, relates metrics with analytics. However, he adds that the important idea is aligning the company strategy to both metrics and analytics (Whiteley, 2002, p. 77). If research by a particular company for instance Wells Fargo proves that high employee engagement results in improved customer satisfaction because of increased sales, then the business organization will put measures to invest more in strategic initiatives that enhance employee commitment.
Higher employee commitment is a prerequisite for better performance in the store. An initiative by Wells Fargo demonstrates that it is possible for international business companies to carry out measurement of the impact of the commitment of employees to the success of business organization (Jucius, 1975, p. 51). It is important to mention that more companies continue to invest in the assessment of employee engagement but fail in evaluating the effectiveness of the same miserably.
This explains why the fair badly in analyzing important drivers of the commitment of employees. It is for this reason that most managers as well as Chief Executives continue to wonder how particular human resource programs influence the performance of both the company and employees. Gellerman, (1968, p. 97) feels it is necessary for businesses especially international enterprises to understand the impact of qualities that shape the drivers of employee engagement.
Furthermore, managers of such businesses must have qualities of evaluating employee engagement apart from measuring effectiveness of the same. Methodology The research undertakes to define the objectives of the study, which is central in determining the methodology to apply. Researchers comprehend that both qualitative and quantitative study methodologies can apply in assessing benefits of employee engagement effectively. However, great attention comes with getting the best methodology to apply depending on the circumstance. Therefore, this specific research will use qualitative assessment including face-to-face interviews. The research will cover a small number of people, the study aims to go for the finer details, researchers, and their assistants will fluctuate in their interviews across various topics, as well as evaluating the degree of particular topics.
Most importantly, the research will attempt to establish a link between employee engagement and company success with regard to international business. The methodology will include discussions among focus groups in addition to the face-to-face interviews. Limitations of the research This research has limitations that people carrying out the study will experience. First, the study will be costly.
A research on employee engagement calls for the use of more money compared to other research studies because it involves a lot of movement. In this case, the human resources department relies on the approval of the overall budget by the board. The second limitation getting approvals from business company management to interview their employees. Furthermore, the study may suffer from the fact that people charged with the responsibility of carrying out the study have insufficient knowledge in the same discipline. Understanding the culture of the company tradition established by the founders is also a challenge.
Bibliography Azusa Pacific University. (1983). Job satisfaction. Azusa, Calif, Azusa Pacific College. Barrio-Urdaneta, E. C. (2008). Employee engagement. Thesis (M. A.)--Bethel University, 2008. Flippo, E. B. (1984). Personnel management. New York, McGraw-Hill. Gellerman, S. W. (1968). Management by motivation. [New York], American Management Association. Institute Of Personnel Management. (1969). Personnel management. London, Business Publications]. Jucius, M. J. (1975). Personnel management. Homewood, Ill, R.D. Irwin. Lucas, J. R. (1999). The passionate organization igniting the fire of employee commitment. New York, AMACOM. http: //search. ebscohost. com/login. aspx? direct=true&scope=site&db=nlebk&db=nlabk&AN=516 Macey, W. H. (2009). Employee engagement. Chichester, U.K. , Wiley-Blackwell. Sayeed, O. (2001). Organizational Commitment for healthy organizations.
New York, McGraw-Hill. Whiteley, P. (2002). Motivation. Oxford, U.K. , Capstone Pub. http: //search. ebscohost. com/login. aspx? direct=true&scope=site&db=nlebk&db=nlabk&AN=67260.