Solution
Abstract
This report is informed by the view that currently, employee engagement is a critical aspect in the majority of the contemporary organisations where the concept has expanded significantly. In any modern organisation, the existence of a highly engaged workforce is currently prioritised both in private and public sectors. It is also a familiar feeling among the majority of the employers that highly engaged employees tend to work harder than unengaged employees by being ready to go an extra mile in their organisation. Additionally, in an engaged workforce, the employees equally benefit as they view their work as being more fulfilling and meaningful. In XXX, for example, employee engagement, specifically in the current COVID-19 pandemic, has been a significant challenge. This is, in particular, the departments that are involved in customers services delivery. The outcome of this has been a declined capacity of leveraging on competitive advantage, increased costs from high turnover due to low engagement and failure of meeting the set timelines in services delivery to customers. Based on existing projections, employee engagement in XXX is as low as 40%. This report has focused on conducting a critical review of qualitative and quantitative sources. Their advantages and disadvantages have been evaluated with graphs and charts to analyse this phenomenon being generated. The findings of this report have contributed to the development of different recommendations on the best employee engagement strategy that can be adopted in an organisation for their sustainability. The solutions identified include effective communication, meaningfulness of work, employee motivation and wellbeing, Learning and development strategies and employee voice. The identified stakeholders best implement these recommendations from the stakeholder analysis process.
Table of Contents
1.0 Introduction to Research. 4
1.1 Explanation of the Issue. 4
1.2 Organisation Background. 4
1.2 Key Stakeholders Analysis. 5
Training and Learning Opportunities. 7
Communication and Goal Setting. 7
3.0 Critique of the Literature Review.. 8
3.1 Justification of the Selected Research Sources. 8
3.2 Positive and Negative of the Data used by Authors. 8
3.3 Application of Findings to XXX Business. 9
4.0 Proposed Findings Presentation. 10
5.0 Conclusions and Recommendations. 12
Appendix 1: Questionnaires. 18
1.0 Introduction to Research
1.1 Explanation of the Issue
In this report, the issue of focus is the employee engagement. In a report by Gallup (2020), it points out that as at 2019, engaged employees in US was only 35% evidenced by being highly involved, high-level enthusiasm and commitment to their work roles. The disengaged workers were identified to be at 13%. In Saudi Arabia (KSA) context, KPMG (2020) report identified that 37.5% of the employees are disengaged from their roles. In an organisation with a highly engaged employee, Forbes (2018) pointed out that they benefit from an increased workforce performance and value (44%), teamwork (39%), revenues growth (37%) and the products and service quality (37%). In KSA, for instance, an increased employee disengagement levels are associated with high-level employee turnover, challenges in attracting new employees, lost productivity, and safety risks in workplace environment. In a report in Chandani et al. (2016) that surveyed 104 employees working in the healthcare sector in Saudi Arabia, it noted that 50% of the employees in this sector feel disengaged in their organisations. This is since 70% of the employees in the KSA health sector feels that the rewards provided are inappropriate and they are also not recognised in their functions. Based on the identified background of this report, the concept of employee engagement is being evaluated and the best practice in which XXX organisation can improve employee engagement levels.
1.2 Organisation Background
The case study organisation in this report is XXX. This is an organisation that is involved in the provision of a specialised healthcare in an integrated educational and research setting. This is intended in ensuring that the hospital provides the highest level of healthcare to the KSA population in the most affordable manner. The organisation is located in KSA Jeddah city where its headquarters are located. They also operate different subsidiaries in the entire KSA with their online presence being profound, which is a source of multiple customers of the organisation. The organisation is a multinational with more than 200 employees working in the organisation. Majority of the employees are healthcare practitioners who are involved in facilitating the organisation in achieving its core aims and objectives.
1.3 Aims and Objectives
The aim of this report is an evaluation of the employee engagement strategies that are applicable in XXX organisation operating in Saudi Arabia (KSA) healthcare sector. Based on this aim of this report, the objectives to be pursued are;
- Reviewing literature on employee engagement strategies
- Employee engagement issues currently in play at XXX organisation
- Recommending best practice of solving employee engagement in XXX
1.2 Key Stakeholders Analysis
The key stakeholders involved in this report include;
Figure 1: Stakeholders of Interest
2.0 Literature Review
Work-life balance
From the reviewed studies, they have evidenced a direct correlation of work-life balance and improved employee engagement. For instance, Iqbal et al. (2017) study targeted a total of 125 samples in a banking sector environment. The study highlighted that in the organisations that have prioritised on their employee’s work-life balance, the levels of turnover are lowered, increased quality of productivity and the overall performance. This ensures that there are no social and workplace conflicts among employees. These findings are affirmed by Social Exchange Theory Jaharuddin and Zainol (2019) that point out that work-life balance (WLB) directly contributes to increased employee engagement which is also a catalyst of continuous organisation growth. The study had hence recommended to organisations interested in improving their engagement levels to ensure that they put in place relevant systems for an improved work-life balance. Also, the authors noted that employees operating in an environment that appreciates work-life balance leads to increased physical involvement, cognitive awareness in their roles and emotional connections. The positive impact of work-life balance in promoting high employee engagement is even more apparent in Larasati and Hasanati (2019) that had focused on the Millennial generation employees. The study pointed out that in 14.3% of organisations showing preference on the work-life balance of their employees, they benefit from influencing high-level employee engagement in such an organisation.
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