Employee Engagement in Lloyds TSB - Dissertation Example

?Research Proposal - Employee Engagement Research Question In the quarterly employee engagement survey developed in Lloyds TSB the response rate was quite low. Which could be the reasons that led employees to avoid participating in the particular survey? 2. Why the particular problem/issue or topic was chosen The above topic was chosen because of the following reasons: a) the specific problem is rather common in firms operating in various industries; in fact, in many cases, employees seem unwilling to participate in such initiatives, a trend which should be appropriately evaluated in order to prevent potential turbulences within the organizations involved, b) in Lloyds TSB significant efforts are made for the update of the firm’s existing strategies – aiming to stabilize the organizational performance; the avoidance of employees to participate in the particular survey indicates low job satisfaction or lack of effective communication across the organization. These issues should be addressed early in order to avoid the deterioration of employees-employer relationship in the specific organization. From another point of view, the identification of the reasons of the low response of employees to the specific survey would help managers to identify the measures required for the increase of employee satisfaction – an increase that could lead to the improvement of their performance. 3. What is its relevance to the “client” organisation? The subject of this study is directly related to the strategic framework of the chosen organization. In fact, it is in the context of this framework/ policies that the quarterly employee engagement survey is developed. From this point of view, the review and the evaluation of the performance of the above survey could help to identify any potential gaps in the implementation of the firm’s strategies. 4. Research Objectives The research objectives implied from the study’s research question could be described as follows: a. Which is the role of employee engagement in modern organizations. b. Which are the most common factors/ elements that can influence employee engagement in firms of different industries? c. Which methods are likely to be used by managers in order to measure the level of employee engagement within their organization? d. Which is the value of quarterly employee engagement survey for measuring the level of employee engagement in modern firms? e. Which strategies would be developed by the firm’s managers in order for the response rate of employees to be increased to 95% - from its current rate of 77% - in the next two quarterly surveys? 5. Texts/journal articles which were used to identify the key themes within the academic and practitioner literature related to the research question and objectives. Axelrod, R. (2010) Terms of Engagement: New Ways of Leading and Changing Organizations. Berrett-Koehler Publishers Erez, M., Kleinbeck, U., Thierry, H. (2001) Work motivation in the context of a globalizing economy. Routledge Federman, b. (2009) Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty. John Wiley and Sons Fournies, F. (2007) Why Employees Don't Do What They're Supposed to Do and What to Do about It. McGraw-Hill Professional Herzberg, F., Mausner, B. (1983) The motivation to work. Transaction Publishers Hosie, P., Sevastos, P., Cooper, G. (2006) Happy-performing managers: the impact of affective wellbeing and intrinsic job satisfaction in the workplace. Edward Elgar Publishing Johnson, M. (2004) The new rules of engagement: life-work balance and employee commitment. CIPD Publishing Kashefi, M. (2009) Job Satisfaction and/or Job Stress. Current Sociology, vol. 57 no. 6, pp. 809-828 Kleinbeck, U. (1990) Work motivation. Routledge Latham, G. (2007) Work motivation: history, theory, research, and practice. SAGE Macey, W., Schneider, B., Barberg, K. (2009) Employee engagement: tools for analysis, practice, and competitive advantage. John Wiley and Sons Mardanov, I., Heischmidt, K. (2008) Leader-Member Exchange and Job Satisfaction Bond and Predicted Employee Turnover. Journal of Leadership & Organizational Studies, vol. 15 no. 2 159-175 Marrelli, A. (2010) Managing for Engagement -- Communication, Connection, and Courage. DIANE Publishing Parker, S., Bindl, U., Strauss, K. (2010) Making Things Happen: A Model of Proactive Motivation. Journal of Management, vol. 36 no. 4, pp. 827-856 Perrewe, P., Ganster, D. (2004) Exploring interpersonal dynamics. Emerald Group Publishing Stride, C., Wall, T., Catley, N. (2008) Measures of Job Satisfaction, Organisational Commitment, Mental Health and Job Related Well-being: A Benchmarking Manual. John Wiley and Sons Weightman, J. (2004) Managing people. CIPD Publishing Wong, R. (2000) Motivation: a biobehavioural approach. Cambridge University Press 6. Other academic texts and academic/practitioner journal articles, which were considered as necessary in order to fully explore/ research for the particular Management Research Report. Carlisle, Y., Manning, D. (1994) The Concept of Ideology and Work Motivation. Organization Studies, vol. 15 no. 5, pp. 683-703 Griffin, M., Hogan, N., Lambert, E. (2010) Job Involvement, Job Stress, Job Satisfaction, and Organizational Commitment and the Burnout of Correctional Staff. Criminal Justice and Behavior, vol. 37 no. 2, pp. 239-255 Lambert, E., Hogan, N. (2009) The Importance of Job Satisfaction and Organizational Commitment in Shaping Turnover Intent. Criminal Justice Review March 2009 vol. 34 no. 1, pp. 96-118 Lockea, E. (1990) Work Motivation and Satisfaction: Light at the End of the Tunnel. Psychological Science, vol. 1 no. 4, pp. 240-246 Moynihan, D. (2007) Finding Workable Levers Over Work Motivation. Administration & Society, vol. 39 no. 7, pp. 803-832 Peterson, M. (2003) Cultural Socialization as a Source of Intrinsic Work Motivation. Group Organization Management, vol. 28 no. 2, pp.188-216 Rode, J. (2004) Job satisfaction and life satisfaction revisited: A longitudinal test of an integrated model. Human Relations, vol. 57 no. 9, pp. 1205-1230 7. Key academic and practitioner themes that are related to the research question. The level of engagement of employees to their organization is of particular importance for the stabilization of performance of the particular organization; another implication of employee engagement as an element of the organizational environment is the fact that the above element cannot have a standard form; it may be increased or decreased periodically, under the influence of the existing organizational policies. However, the effects of employee engagement on the organizational activities cannot be ignored. Different approaches have been developed in the literature in order to justify the value of employee engagement as a key criterion for the organizational plans; in accordance with the most common view, employee engagement shows the level of commitment of employees to their organization. In this context, the level of employee engagement to a specific organization can be an indication of the willingness of employees to support organizational plans – even if the changes involved may not favour – at least not completely – the interests of employees. One of the key findings of the literature reviewed regarding the issues under discussion is that the concept of employee engagement is broader to that of ‘job satisfaction’; in fact, employee engagement incorporates a high range of employees’ status, characteristics and perceptions. This view is supported in the study of Federman (2009) where emphasis is given on the range of elements of employee engagement; in accordance with the above researcher, the engagement factors would include: ‘pace, anxiety, schedule, technology, turnover and productivity’ (Federman 2009, p.3). On the other hand, Marrelli (2010) notes that the most important element of employee engagement is the willingness of employee to participate in the realization of organizational plans (Marrelli 2010, p.3). Moreover, Macey et al. (2009, p.46) support that employee engagement is directly related to the organizational culture and strategies; it is explained that within organizations where the support to employees is part of the organizational culture, it is more likely that the level of employee engagement is high – compared to organizations where the policies referring to the employees’ needs are limited. Johnson (2004, p.56) presents a different perspective of employee engagement; in accordance with the above researcher, employee engagement is depended mostly on the personal perceptions and attitudes of employees; this means that even in organizations, which are supportive to their employees, it is possible that the level of employee engagement is low. In other words, emphasis is given on the employee as an independent unit within the organization – not being open to influences from the organizational environment – and not on employee as member of the organization. A view that is based on both the above approaches, this of Macey et al. (2009) and that of Johnson (2004), is presented in the study of Axelrod (2010); in accordance with the above study, the development of employee engagement within organizations is related to the quality of relationships among the members of the organizations – referring to the employees at all levels of the organizational hierarchy. This view seems should be considered as reflecting more appropriate the status and the value of relationships among employees in modern organizations; indeed, the achievement of organizational goals is not depended only the personal perceptions/ skills of employees but also on the level of cooperation and communication within the organization (Kashefi, 2009, p.31). In the same context, the level of employee engagement should not be evaluated by referring only to the perceptions and capabilities of employees but also to the conditions of the organizational environment – which can favour or prohibit the high development of employee engagement to the particular organization. Another aspect of employee engagement to the organization is presented in the study of Weightman (2004); in accordance with the above study, the increase of employee engagement to a particular organization is strongly depended on the ability of managers to identify the appropriate strategies for supporting motivation at work. In other words, the level of employee engagement to a particular organization is not heavily depended on the organizational environment or the employees’ perceptions but rather on the leadership style used across the specific organization – at the level that the organization’s leader is responsible for all key organizational plans, including the HR policies. It could be noted here that there is the following case: the organization’s leader promotes all appropriate strategies for the increase of motivation at work but these strategies are not appropriately executed by the HR managers; again, the responsibility belongs to the firm’s leader who appoints the managers in all organizational departments. There is also an alternative explanation for justifying the low level of employee engagement to a specific organization: if this organization is highly networked – meaning that all organizational activities are developed by teams of employees, then the development of employee engagement to the organization is depended on the level at which trust to the organization is developed within these teams. The development of motivation among the members of work teams is examined in the study of Erez et al. (2001); it is concluded that in the context of a work team ‘there are processes which do not exist at individual level’ (Erez et al. 2001, p.169). The level of job satisfaction of the members of these teams cannot be standardized being related to the performance of the team in each task, the changes in the perceptions of the members of the team and so on. From this point of view, the level of employee engagement to the organization is difficult to be measured and increased in regard to employees that participate in work teams; in this case, alternative plans of action, such as performance-related rewards and other similar would be introduced in order to increase the rate of employee engagement to the organization; it would be important for the managers of organization where the work team scheme is used to remember that any relevant plan should address all members of the team. The identification of measures, which would help towards the increase of employee engagement, can be often depended on the understanding of the perceptions of employees on the organization, or else on the level of job satisfaction. Parker et al. (2010) note that the increase of job satisfaction – one of the terms for the increase of the rate of employee engagement – can be achieved by setting two different goals: a) the personal development within the organization and b) the acceptance of the organizational changes – at the level that these changes are necessary for the improvement of employee performance and under the terms that they are not in opposition with employees’ key rights and interests (Parker et al. 2010, p.827). As noted above, employee engagement has many different aspects, including concepts like job satisfaction and motivation. In this context, the increase of the rate of employee engagement to a particular organization would be achieved by focusing on strategies that support self-efficacy and rewarding – referring to strategies available to managers of firms where the rate of employee engagement to the organization is low. A similar plan would be used by managers in the firm under examination; the increase of employee engagement to Lloyd’s TSB would be achieved not automatically neither rapidly; it would rather require 2 or three quarters for the above target to be achieved – under the terms that the plans used by the firm’s managers for the increase of the rate of participation of employees in the specific survey are developed in accordance with the issues discussed above. 8. Description and justification of the research methods that would be most appropriate for gathering primary data The research methods used in each particular study are decided in accordance with the needs of the study but also the feasibility of the research method chosen – taking into consideration the material available (if secondary research will be conducted) or the rate of response of the participants (if a primary research method is involved). In the proposed study, the research method used will have two different forms: the review of the literature and the primary research – survey. Particular emphasis should be given on the terms under which the primary data necessary for this study will be collected. In accordance with Buchanan et al. (2009) primary data ‘can be useful for theory development and testing’ (Buchanan et al., 2009, p.632). On the other hand, Goddard et al. (2004) note that the use of empirical research is necessary when effort is made to identify the actual conditions of ‘things in real world’ (Goddard et al. 2004, p.11). The use of primary data in the proposed study is necessary as it is the only way to identify the current views of employees on the problem under examination – the low rate of response in the quarterly employee engagement survey. There could be no other way to retrieve the reasons for which employees chose not to participate in the above survey – apart from developing a survey using a questionnaire in which all the aspects of this problem are discussed. On the other hand, the proposed study aims – among other targets – to help the managers in Lloyd’s TSB to increase the above rate of response up to a level of 95% - see section 4 above. In order to respond to the needs of this objective, it would be necessary to be informed on the conditions under which employees would re-evaluate their participation in the above survey; i.e. in order to suggest methods to the firm’s managers for increasing the above rate of employees’ response it would be necessary primarily to identify the facts/ terms which could attract employees to participate in the specific organizational initiative. The use of information – ‘collected at first time’ (Khanzode, 2004, p.74) would be proved valuable for identifying the current views of employees on the specific scheme (employee engagement survey) and retrieve information regarding their views on this scheme’s weaknesses. Because of the above reasons, it has been decided that the proposed study will be based on a survey – its primary research part – that will be conducted using a questionnaire. The questionnaire will include 12 questions followed by suggested answers; the questionnaire will be sent to the employees of Lloyd’s TSB across UK – in total 250 employees will be asked to participate in the survey. A clear deadline will be set for returning the completed questionnaire – 3 days; there will be no reference to the personal details of the participants – referring to the questionnaire – but only to their demographic details (for instance, gender, age, position in the organization). The primary data collected through the above method will be categorized, evaluated and analyzed – using also the findings of the literature published on the specific subject. The simultaneous use of primary data along with the relevant literature is expected to increase the study’s credibility. A pilot survey would be possibly developed primarily aiming to test the rate of response of employees/ participants (Saunders et al 2009, p.581). In the context of this pilot survey, 25 employees of the organization will be asked to participate in the survey – assumptions would be then made regarding the expected rate of response of the participants in the main survey; in this way, it could be possibly decided that more employees are asked to participate in the survey – if the rate of response of employees to the pilot survey is low – aiming to ensure the credibility of the study. However, it would be necessary that adequate time would exist for the development of the pilot survey; the decision on the particular issue will be depended on the availability of time in the first week of the study; in case that there is time available for preparing and conducting a pilot survey, then this initiative will be attempted; otherwise, emphasis will be given on the study’s main survey – in the context described above. In any case, especially regarding the empirical research part of the study, it would be necessary that certain requirements are met: a) the questions of the questionnaire – employed in the survey – need to be aligned with the study’s objectives, b) the participants need to be informed on their rights – following the ethical rules of academic research and c) particular emphasis should be given on the storage of primary data – even though, no particular risk exists for the participants since their personal details will not be included in the completed questionnaire. 9. Methodology texts that were used in order to decide on appropriate research methods. Buchanan, D., Bryman, A. (2009) The SAGE Handbook of Organizational Research Methods. SAGE Goddard, W., Melville, S. (2004) Research Methodology: An Introduction. Juta and Company Ltd Jackson, S. (2008) Research Methods and Statistics: A Critical Thinking Approach. Cengage Learning Khanzode, V. (2004) Research Methodology. APH Publishing Kothari, C. (2008) Research Methodology: Methods And Techniques. New Age International Saunders, M., Lewis, P., Thornhill, A. (2009) Research Methods for Business Students. Pearson Education Scruggs, T., Mastropieri, M. (2006) Applications of Research Methodology. Emerald Group Publishing Shamoo, A., Resnik, D. (2009) Responsible Conduct of Research. Oxford University Press Singh, Y. (2007) Research methodology: techniques and trends. APH Publishing 10. Time schedule for the secondary and primary research. Major resource implications for the study (e.g. time for reading, time for materials preparation, time for collecting data, costs, availability of people, etc?) The study will be developed in the following phases: a) in the first week, the literature published on the issues under discussion will be reviewed and evaluated; the literature review section will be also developed – this section will be reviewed when the study is completed – in order to find the potential correlations between the findings of the literature and the findings of the empirical research, b) in the second week, the questionnaire will be developed – in accordance with the research question and the study’s objectives; the questionnaire will be also sent to the potential participants – 250 employees of Ldoyd’s across Britain will be asked to participate in the survey as explained above; during this week, additional material – books, journals and periodicals – will be studied aiming to retrieve valuable information on the study’s subject, c) in the third week, the completed questionnaires – which will have been returned – will be reviewed, categorized and evaluated; the findings will be presented – in textual and in graphical form – and will be compared to the findings of the literature; the research methodology chapter of the study will be developed within this week, d) in the fourth week, the conclusion/ recommendations chapter of the paper will be written; the study will be also reviewed in order to identify any potential mistake/ gap. The study is expected to have certain implications: a) time of reading of the material gathered should be allocated; in fact, the first and the second week of the study could be used for studying existing material – as explained above; therefore, this implication would be effectively addressed, b) time should be also allocated for the preparation of the material used in the study – referring especially to the questionnaire; this problem is also resolved by developing the questionnaire in the second week – where no major part of the study will be developed; in fact, in the second week of the research, two major tasks will be completed: the questionnaire will be completed and will be sent to the participants, c) as for the time for collecting the data, this problem is resolved in the following way: a deadline will be set to the participants for the return of the completed questionnaires; only those completed questionnaires that will be returned in 3 days after the day that they will be sent will be taken into consideration in the study – the participants will be notified on this detail, d) in total 250 employees will be asked to participate in the study; even if many of them will avoid completing the questionnaire, still the number of participants will be satisfactory – for instance, even if 100 among the 250 participants will accept to participate in the survey, this number would be characterized as satisfactory – having in mind that the issues of the study will be also analysed using the literature available on the particular subject, e) the cost of the study is expected to be limited; in fact, the only costs involved will be those for printing the study; the literature will be identified through the University’s library and the Internet while the survey will be conducted through the Internet; in this way, the cost of the study is minimized. 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