7HURM009W MANAGERS AND ORGANISATIONS ASSIGNMENT SAMPLE 2023

Introduction 

The job of a manager turns out to be an integral aspect within the business firm and at the same time a manager turns out to be a pivotal figure in terms of enhancing health. These are being determined through the help of rapid change in terms of technology, production methods, techniques of marketing, established financial aspects and at the same time the managers are required to be competent enough in terms of addressing and coping up with key changes. In addition to this, the function of staffing is considered significant for the purpose of employing key types of individuals along with performance of key activities in terms of training, appraisal, compensation as well as appraisal. It aids in monitoring prominent activities for the purpose of determining accomplished and correcting any kind of prominent deviations in a significant manner. The purpose of this report is to ensure critical evaluation of recent employee engagement surveys thereby making key recommendations to the Board of Directors. This study has also offered comparative evaluation of surveys through the help of analysing the questions formed on the basis of geography, employee age, tenure along with organisational structure. It would also aid in designing of an employee engagement programme and at the same time formulation of key recommendations.

Survey

In the XYZ group, an online survey has been organised to assess the level of employee engagement at the organisational level. As per the idea of Laaksonen (2018), close-ended questions are always preferred in the survey. In this case also 6 close-ended questions have been done and sample size has been selected as 35. Purposive sampling has been done to select employees as the survey population, who have worked 5 to 10 years in XYZ. 100% response have been obtained in this survey.

Q1. What is your age?

Table 1: Age

Q2 Have you faced any unethical discrimination at least one time in XYZ organisations?

Table 2: Unethical discrimination

Q3. In XYZ employees have wide scope to directly communicate with their managers in case of any workplace issue.

Table 3: Communication

Q4. It will be more convenient for the employees of XYZ to work if they get better level of flexibility

Table 4: Flexibility

Q5. Do you get the opportunity to design your daily work by yourself in XYZ?

Table 5: Autonomy

Q6. Do you feel work stress while working in XYZ group as an employee?

Table 6: Work stress for the employees

1. Comparative analysis of survey

XYZ group have high ethical standards and have the target to imply sustainable HRM for the development of employer engagement index in the organisational level. The survey has been done to practically assess the level of employee satisfaction and employee engagement in the organisational level. As per the idea of Saad et al. (2018), upgradation of employee engagement takes place with an active channel of communication among all levels of the organisation and among all employees of the organisation as well. In the third question of the survey, the aspect of communication has been focused. More than 65% of the employees have responded that there is an effective and free communication channel in the organisational level of XYZ group which helps the employee to manage any type of workplace crisis. The employees actively and freely communicate with their manager in the XYZ organisation. Hence, from this angle, it can be analysed that the engagement between the managers and employees at the organisational level of XYZ group is quite high. However, it has been noticed that there is a crisis of flexibility at the organisational level. Ugargol and Patrick (2018) have mentioned that workplace flexibility is one of the promoting factors which drive up employee engagement in a company. More than 79% of the population of the survey has mentioned that it would be more convenient to work in XYZ with the upgradation of workplace flexibility. From this angle. It can be mentioned that there is an issue in the workplace flexibility for XYZ. This is one of the major issues which hinders the growth of employee engagement at the organisational level.

1a) Analysis of geography, employee age, tenure, organisation structure

Employee engagement

Employee engagement is one of the major factors which is directly proportional with organisational productivity. As per the idea of Saad et al. (2018), with the upgradation of employee engagement, betterment of organisational performance takes place. From this angle, implementation of sustainable HRM policy and upgradation of employee engagement scale is needed for XYZ organisation. This organisation is doing its business on a global level. From this angle, it can be mentioned that XYZ has to handle employees from multiple geographic locations. As per the idea of Pass (2018), minimisation of any type of unethical discrimination is highly essential in the management of a culturally diverse workforce. With effective management of a culturally diversified workforce, employee engagement index for an organisation also gets promoted. However, this factor has not been properly addressed by XYZ, as in respect to the second question of the survey, 40% of the survey population have responded that they have faced ethical discrimination in the workplace at least once in XYZ. Linstead et al. (2009), has mentioned that discrimination regrading gender degrades ethical standard of workplace and employee engagement as well. These feelings of discrimination have degraded the integrity among the employees which should be carefully managed to upgrade employee engagement at the global level for this company. Zinger model for employee engagement has shown 10 factors that promotes employee engagement in the pyramidal structure.

The first row of model focuses over energy expansion, employee welling, making meaning and strength leveraging. However, all the mentioned factor are not that’s much promoted for XYZ as from the survey, it has been identified that flexibility, autonomy are in lower level with high level of stress. In the second stage, team integrity is socially been noticed (Suyanti and Absah, 2019). Due to workplace discrimination high integrity is getting hindered and proper recognition is also not noticed. All this factors is hindering carer development of employees leading to poor employee engagement. From this angle, it can be mentioned that the motivation level of the employees are not properly managed.

All the respondents for this survey have at least 5 years tenure in XYZ group which determines that they have a transparent idea about the workplace culture of XYZ. Additionally, the majority of the survey population (more than 57%) are between the age group of 29 to 38 years which signifies that they have well-defined ideas about employee engagement and sustainable HRM practice of the current time. Hence, from this angle, it can be mentioned that the viewpoint of the respondents of this survey is quite valuable in restructuring the workplace culture to develop better employee engagement for XYZ group.

Motivation

The motivation level of the employee have got challenged in this XYZ organisation. From the survey report, it has been identified that more than 62% of workers does not get scope to design their regular work. This factor has minimised self-dependency and autonomy of the employees in the workplace. As per the idea of Perkins and Arvinen-Muondo (2013), lack of flexibility and autonomy degrades the motivation level of the employees. In this content theory of X and Y can be mentioned, as Badubi (2017) stated that Y-type of employees gets highly motivated with autonomy and flexibility. This helps to enhance their productivity.  This origination have greater Y type of people as more than 65% workers believes to perform better with greater availability of flexibility. As per the idea of Yang et al. (2017), bottom-up organisational structure helps in the development of better employee engagement. This factor has been noticed as XYZ is promoting bottom-up communication in the workplace. However, employee stress, and lack of autonomy and flexibility has been reported which is creating hindrance in the development of employee engagement.

Leadership and carer development

There is the scope of free communication is the origination which helps in the management of effective relationship with the employees. In spite of that the origination is suffering from unethical discrimination and less autonomy and flexibility. All the mentioned factor is taking placing due to the leadership crisis at the organisational level. As per French et al. (2011), the theory of authoritarian or democratic leadership provides less scope of autonomy to the employees. This factor has specifically been noticed in his case.  The scope of carer development has also got consorted with the crisis of effective leadership and training to the employees in XYZ.

2. Designing of programme

The discussion till now has addressed multiple issues which are needed to be rectified for the XYZ organisation to promote employee engagement. A structured policy is needed to be developed for the employees to overcome the issues associated with the development of employee engagement. As per the idea of Mazzei (2018), employee engagement is majorly focused over trust, communication and integrity among employees of all levels which motivates an employee to give more than the capability. Hence, to create an engaging workplace, implementation of emotional leadership is needed. Special workshops should be organised for all employers including managers to interpret the value of emotional quotient in the workplace. The theory of emotional leadership states about the effective use of emotional quotient (Edelman, and van Knippenberg, 2017). As per Karamustafa and Ozlem (2018), emotional quotient helps a person to control self-emotion and to behave as per the emotional need of the others. With implementation of emotional leadership, better integrity in the workplace would be achieved. Flexibility in the working time should be included in policy while designing the programme for increment of employee engagement. The shield helps to minimise the stress for the workers as more than 68% have reported about the high work stress. As per Iqbal et al. (2017), high working stress decreases employee engagement level in the company, this factor should be addressed while designing a program for increment of employee engagement in XYZ. Additionally, Bratton (2015) has mentioned that workplace stress decreases the motivation level of the employees towards better performance. This factor can be managed with workplace redesigning and implementation of emotional leadership.

An employee engagement programme of 2 weeks should be implemented. All the employees of the organising should be included in the programme by segregation them into three groups for three shifts. The employees need not to stay additional hours in the workplace for this programme and the events should be done within their scheduled working hours. Special employee engagement experts should be hired for this programme of 2 weeks. In the 1^st stage for initial 2 days a survey should be done in the organisational level regarding workplace ambience, business strategy, employee engagement strategy, culture, capability resource and more. After that interactive sessions and training should be done by including managers and the employees in the same time. In this discussion and interactive session, the drawback of the policy, drawback of the mangers and the issues faced by employees in the work place should specifically identified. In the third stage specific and achievable objective setting for employee engagement for XYZ should be done and managers should be provided with special training to achieve the objectives. Apart from this, role play and multiplier inactive tasks should be organised among mangers and employees to make them more integrated. Development Emotional intelligence should be specially focused in this programme along with workplace flexibility and employee strength management. In the last stage gap analysis should be done.

3. Recommendations 

 Career development- Offer mentorship opportunities between senior and junior

Employee engagement training aims in offering the managers through the help of proven techniques along with strategies in terms of enabling in terms of mobilising the energy and commitment of the workers. It helps in keeping aligned as well as engaged with the prominent business techniques, improvement of initiatives as well as mission critical priorities. In accordance with the survey that has been conducted it has been significant in terms of fostering the engaged workforce in a significant manner. Other than this, knowing this along with key opportunities aids in learning new skills as well as development of abilities through the help of building an engaged workforce.

Mentoring is the “Employee training system” which is the process in terms of sharing knowledge as well as experience with an employee. The mentor is identified to be responsible in offering support to as well as feedback on the person having the charge. Management typically aids in determining involvement of employee chain of commands. Mentoring offers guidance along with a clear understanding of how the organisation works in terms of achievement of vision as well as mission to workers. For instance, sponsorship aids in increasingly becoming a requirement for advancement women in the workforce.

Training for digital skill development should be provided which should directly help in the career development of the employees. As per Rajnai and Kocsis (2017), revolution of industry 4.0 has promoted the utilisation of digital technology in every aspect of business management. In the recent times implementation of digital technology has been noticed in the tasks like logistics management, project management, marketing and even in HRM practice. From this angle, it can be analysed that the employees should be provided with effective training regarding handling of the new age technologies like cloud computing, IoT (internet of Things), Project management software, Automation handling, blockchain technology as well. This should help in their career development.

Recommendation for effective leadership for motivation management

In the current time, the concept of implementation of a single type of leadership has been replaced with that of combination of multiple leadership. In the previous discussion, importance of emotional leadership has already been mentioned. Along with emotional leadership, transformation leadership theory should also be implied. As per Andriani et al. (2018), transformational leadership provides decision making power to the team members which helps in the development of autonomy. Hence, implementation of transformation leadership along with emotional leadership should helps to motivate the employees in greater level. With implementation of transformational leadership workplace stress can also be manage at their leadership theory promotes team work and team integrity. Unethical discrimination issue can also be minimised in this way.     

Employee engagement and Proper Communication

Communicators are identified to uphold a powerful position through the help of influencing the way things are done at work. Efficient communicators aid in the establishment of a two-way flow in terms of information for workers and influence managers along with executives in communicating in a better manner which in turn would lead to strong employee engagement. Effective communication is significant to the managers, stakeholders as well as the senior leaders in terms of demonstration of dedication along with commitment which is necessary to enforce long term development of a business. A clear along with strategic internal communication is accounted as the integral part of the company thereby driving employee engagement.

Conclusion

Employee engagement aids in monitoring prominent activities for the purpose of determining accomplished and correcting any kind of prominent deviations in a significant manner. From the above study, an online survey has been organised to assess the level of employee engagement at the organisational level. Creation of an engaging workplace has helped in defining the key purpose of the business firms and at the success of the workers. It also allows for a healthy work life balance and encourages criticism, feedback and innovation. This helps in informing ways of planning a supportive environment along with a high energy atmosphere which aims in empowering communication which is best suited for specific works, tasks as well as activities. Training helps in keeping aligned as well as engaged with the prominent business techniques, improvement of initiatives as well as mission critical priorities. In accordance with the survey that has been conducted it has been significant in terms of fostering the engaged workforce in a significant manner. The mentor is identified to be responsible in offering support to as well as feedback on the person having the charge. Mentoring offers guidance along with a clear understanding of how the organisation works in terms of achievement of vision as well as mission to workers. Efficient communicators aid in the establishment of a two-way flow in terms of information for workers and influence managers along with executives in communicating in a better manner which in turn would lead to strong employee engagement in a prominent manner.

References

Andriani, S., Kesumawati, N. and Kristiawan, M., (2018). The influence of the transformational leadership and work motivation on teachers performance. International Journal of Scientific & Technology Research, 7(7), pp.19-29.

Badubi, R.M., (2017). Theories of motivation and their application in organizations: A risk analysis. International Journal of Innovation and Economic Development, 3(3), pp.44-51.

Bratton, J., (2015). Introduction to work and organizational behaviour. Macmillan International Higher Education.

Edelman, P.J. and van Knippenberg, D., (2017). Training leader emotion regulation and leadership effectiveness. Journal of Business and Psychology, 32(6), pp.747-757.

French, R., Rayner, C., Rees, G. and Rumbles, S. (2011). Organizational Behaviour (2^nd Edition), Chichester, Wiley.

Iqbal, I., Zia-ud-Din, M., Arif, A. and Raza, M., (2017). Impact of employee engagement on work life balance with the moderating role of employee cynicism. International Journal of Academic Research in Business and Social Sciences, 7(6), pp.1088-1101.

Karamustafa, E.Y. and Ozlem, S., (2018). The relationship between emotional intelligence and employee engagement with the moderating role of gender. International Journal of Economics, Business and Management Research, 2(02), pp.586-603.

Laaksonen, S., (2018). Survey Methodology and Missing Data. Springer.

Linstead, S, Fulop, L and Lilley, S (2009) Management and Organization (2^nd Edition), Basingstoke, Palgrave.

Liston, K., (2021). 3 Employee Engagement Models for a Happier, More Profitable Workplace. Available at: https://www.contactmonkey.com/blog/employee-engagement-models [Accessed on: 7 January 2022]

Mazzei, A., (2018). Employee engagement. The International Encyclopedia of Strategic Communication, pp.1-6.

Pass, S., (2018). Examining the relationship between discrimination and disengagement. In Hidden Inequalities in the Workplace (pp. 279-301). Palgrave Macmillan, Cham.

Perkins, S.J. and Arvinen-Muondo, R., (2013). Organizational behaviour: People, process, work and human resource management. Kogan Page Publishers.

Rajnai, Z. and Kocsis, I., (2017, September). Labor market risks of industry 4.0, digitization, robots and AI. In 2017 IEEE 15th International Symposium on Intelligent Systems and Informatics (SISY) (pp. 000343-000346). IEEE.

Saad, Z.M., Sudin, S. and Shamsuddin, N., (2018). The influence of leadership style, personality attributes and employee communication on employee engagement. Global Business and Management Research, 10(3), p.743.

Suyanti, H.N. and Absah, Y., (2019). Effective employee engagement using SWOT analysis. Advances in Economics, Business and Management Research, 100(2), pp. 77-86.

Ugargol, J.D. and Patrick, H.A., (2018). The relationship of workplace flexibility to employee engagement among information technology employees in India. South Asian Journal of Human Resources Management, 5(1), pp.40-55.

Yang, R., Ming, Y., Ma, J. and Huo, R., (2017). How do servant leaders promote engagement? A bottom-up perspective of job crafting. Social Behavior and Personality: an international journal, 45(11), pp.1815-1827.

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