Thanks to all respondents, program coordinators and staff of College of Management, Mahidol University (CMMU) who gave me great support. Employee engagement is one of the key success factors of the organization's current Human Resource Management Strategy. Study survey of fifteen executives and thirty-five level non-executives who have more than five years of service, actually the initial period of engagement.
Ranking of the top satisfaction factors influencing engagement Ranking of the top dissatisfaction factors influencing engagement Ranking of the factors influencing employee engagement Comparison of engagement results of profit organization with the state financial institute. For another factor which is an important source of competitive advantage but is very difficult to replicate is "employee engagement". Talentkeepers (2014) supported that employee engagement is the willingness of employees to contribute to the success of the organization and push effort to their work.
In addition, the paper discusses a model of the elements of developing and maintaining employee engagement. The Gallup Institute and associated consultants suggested that employee engagement is involvement and enthusiasm for work (Vance, R. J. 2006). Research by Right Management involving more than twenty-eight thousand employees in fifteen countries found that employee engagement can drive business success, such as employee performance, productivity, safety, retention, customer satisfaction, and profitability (Right, 2010).
Numerous studies have shown that employee engagement benefits the organization in several important ways, such as increased productivity and customer satisfaction, more discretionary effort and faster innovation, faster time to market, lower turnover and reduced absenteeism (Rice et al., 2012). ).
Research Objectives
In particular, this topic is the key strategy that this organization has set up in the business plan and flows down to the lower level to be the organization of choice for the future. Therefore, the organization must plan the strategy in the right way to manage in the right direction within limited time and cost.
Research Question
Research Scope
Expected Benefits
LITERATURE REVIEW
- Definition of Engagement and Basic Concept
- Relavant Theory
- Relevant Research
- Research framework
- The relevant factor to employee engagement
- The example question
Employee engagement basically refers to the employee having the commitment that contributes to high performance for the organization. An engaged employee is willing and able to contribute to the success of the organization (Devi, 2009). He explained that the term of commitment, which can lead the employee to commit to the organization, is divided into 4 parts:
Rice et al (2012) create a model of employee engagement that represents the relationship between employers and employees with the equation “Employee Engagement = Maximum Contribution + Maximum Satisfaction” (see Figure 2.1). It means that the full commitment of employees is the coordination of the greatest individual satisfaction with the greatest contribution to the organization. In the second part of the equation, maximum satisfaction means employee satisfaction with their work, which is included in the organization's achievement goals, such as compensation, career path, suitability for work, recognition and rewards, commitment.
Mishra (2014) found that employees will have high engagement during initial entry into the organization and may drop out after the first year. The level of commitment increases again when the first 5 years of service pass, when they can adapt to the culture of the organization and meet the expectations. Understanding the needs and expectations of employees will help develop relationships within the organization.
Attracting and retaining high achievers, along with winning the hearts and minds of employees, will eventually lead to organizational success. Meyer and Gagne (Soane, E. et al, 2008) suggested that conceptualizations of employee engagement should be based on motivational theory because this is an approach to adequately inform employee engagement theory. Engaged means employees who work with passion and feel good about the organization, which encourages new ideas and innovations to move the organization forward.
Say means the employees who speak positively about the organization to others inside and outside. “Remain” refers to employees who express an intense desire to be a member of the organization. According to Aon Hewitt's model, the instruments that lead to the success of the organization are called the drivers involved.
How much people want to contribute to the success of the business. 2006) did a case study of a distribution company that used employee engagement survey to improve organizational performance. Managers should create opportunities for employees to work in areas that are employees' strengths and values.
Employee Engagement
RESEARCH METHODOLOGY
- Data collection method
- Quantitative approach
- Qualitative approach
- Data Source
- Data collection
- Data analysis
The questions start with general information about interviewees and then cover more specific topics and issues. The first section gathers general information about the respondents' demographic profile, such as gender, age, marital status, position, years of service and highest education. During this study, the organization of the open-ended and free-text questions is practiced. Respondents are provided with a five-point Likert scale.
Researcher will study relevant information from journals, theses, thematic papers and internet resources about factors that reflect employee engagement in the state financial institute. In-depth interview, either in person or by telephone, of 6 executive and non-executive level who have completed the questionnaires (in 3.1.1). This method is an effective tool that used open-ended and probing questions to collect additional data, provisionally obtained from the questionnaire, in greater depth.
Data results will be processed and report the top five factors that reflect employee engagement, including comparison with theory to prove the corrective action and other factors not identified in theory.
FINDINGS AND DISCUSSION
- The demographic profile of the respondents
- Respondents’ Gender and Age
- Respondents’ Status and Education
- Respondents’ Year of Same position / Year of Services
- Survey Result
- Survey result from twenty-five questions
- Ranking Result
- In-depth Interviewing result
- Organizational Comparing
Regarding the population information, there are about 4000 employees in this organization and most of them are women who represent almost two thirds of the employees. This table shows that the executive level has the highest satisfaction in job scope and responsibility. Like the executive, the non-executive level has the highest satisfaction in job scope and responsibility.
This is a sign that all employees have a feeling and satisfaction in the same direction. In particular, career path, learning and development and people management are common complaints most of the time. Although the organization is trying to address the issue of limited positions at both executive and non-executive levels, it is still inadequate.
The organization occasionally loses high-performing employees simply because it cannot promote everyone. Respondents were also asked about the factors that may affect the level of engagement and the top five factors are reported in the table below. The two main aspects contributing to employee engagement for the executive and non-executive levels were very similar.
As for the second aspect, meaningful work, it may have a lot to do with the salary structure of the organization, divided into core function and support function based on purpose and responsibilities. However, based on this survey, it should be emphasized that autonomy does not affect the level of employee engagement for both executive and non-executive levels. Communicating what the organization wants to achieve and providing a basis for recognizing good performance is also an important component.
The organization should invest in this area and strengthen its other relevant programs such as rotation, cross-training or special projects. Mentoring helps new employees quickly learn what they need to know as well as absorb the organization's culture. The following is an overview of the comparison of the top 5 factors important for employee engagement between for-profit organization and state financial institution.
CONCLUSION AND RECOMMENDATION
Conclusion
Engagement strategies should be determined appropriately, according to the culture of organization and in line with the organizational strategy. Organization must create employees the self-confidence that can respond in the right direction to changing environment and sustain in the future. Furthermore, in this research find out that the one important enabling factors is the leadership of direct and indirect boss which can be both good and bad attitude by also reflecting on the involvement.
The organization must understand the dynamics of employee engagement in order to improve the unique dynamic factor that affects that level of employee engagement within its organization. Employee engagement is very sophisticated because the organization can understand it, but it is difficult to manage perfectly. Employee engagement is the key success factors to lead to sustainable competitive advantage and high performance.
Recommendation
Not everyone has the same level of commitment, which we can increase with many methods. The most points that would be highlighted in this section are that managers should design the right work structure and process including putting the right man in the right job. The remuneration package should cover both monetary and non-monetary rewards to be offered to employees, such as salary and recognition award.
The security package in the future, which combined with the clear empowerment, career growth and career development roadmap, which meets the wishes of the employees and that their employability is increased in the great other ways. The health package is the important elements for the committed creator in work and organization, which can drill down as the tangible environment and intangible environment. The manager could start from the reformulation of VUCA, which stands for volatility, uncertainty, complexity and ambiguity.
These lenses reflect on the management of leaders who must create the environment that leads to engagement. Creating the vision to drive employees to the same laser-focused perspective on the future. Ensuring that employees have the readiness to learn and experience immediately to prepare to be the top level.
Research limitation
