I understand that The British University in Dubai may make a digital copy available in the institutional archive. This thesis analyzes employee involvement as an HR management strategy, especially as it is applicable in the Ministry of Education.
INTRODUCTION
- Research Overview
- The Aims/Objectives of the Study
- Research Problem
- Scope
- Main Problems
- Sub-Problems
- Research Limitations
- Main Research Constructs
- Research Assumptions
- Research Aims and Objectives
One of the main limitations of this research study is the underrepresentation of key actors/stakeholders in the Ministry of Education. The study analyzes the main strategies that could be adopted to achieve a high level of employee engagement in the Ministry of Education.
LITERATURE REVIEW
Introduction
This chapter is equally categorical in explaining the role of various stakeholders in the Department of Education in building a highly engaged workforce. Therefore, this chapter provides a detailed and comprehensive set of valuable insights into the strategies that can be implemented to improve levels of employee engagement in the Department of Education and counter potential criticisms of the need to build an engaged workforce.
Definitions
They often just change jobs from one educational institution to another and still remain employed by the Ministry of Education. Due to the limited level of competition in the teaching professions, the Ministry of Education tends to have a low rate of employee turnover (Ridge et al., 2014, p. 136).
Roles of Different Stakeholders in the Ministry of Education in Building an Engaged
The leadership of the ministry is an influential force in the formulation of policies that guide the ministry. The ministry's leadership is also responsible for creating awareness of the entire concept of employee engagement across its workforce.
Factors That Drive Employee Engagement in Organizations
Therefore, it is essential that the Ministry's management takes the time to educate all its employees about employee engagement and complement it with practices that help them develop positive attitudes towards the practice in order to successfully implement the policies designed to achieve excellence in conditions for building highly engaged workforces (Luthans and Peterson, 2002, p. 382).
Effective Communication System
Effective communication will also help the ministry listen to the concerns of its employees and work with speed to find appropriate and satisfactory solutions for them. Everyone in the organization has the right to report their concerns to the relevant authorities, regardless of their position in relation to the leadership and authority hierarchy of the ministry.
Workplace Authenticity and Transparency
Transparency also allows employees to understand how their contributions affect the organization's performance. This will make employees feel supported by the management, which will eventually increase their trust in the management of the organization and, as a result, they will be more engaged in the workplace. With these training programs, employees will feel that the organization cares about the growth and development of their careers, which will in turn make them more engaged in their jobs.
Trust Employees
Additionally, workplace autonomy encourages employees to feel that the organization believes in their abilities. Employees who feel that management trusts them to achieve organizational goals tend to be loyal to the organization. Therefore, trust in employees not only increases employee loyalty to the organization, but also encourages creativity and innovation in the workplace.
Benefits of Building a Highly Engaged Workforce
In general, trust in employees makes them more committed to the success of the organization, and it improves the level of employee engagement in the workplace (Vosselman, 2016, p. 611).
Improved Efficiency in Service Delivery
Therefore, as argued by Cook (2008, p. 97), an engaged workforce is bound to work harder and in a more efficient manner as its primary objective is often to achieve better results for the organization. Accordingly, it goes without saying that a highly engaged workforce is usually motivated to produce exceptional performance with a view to helping the organization gain a competitive edge in the market, a factor that helps improve efficiency levels in delivery. of services in the organization.
Improved Levels of Job Satisfaction
Such a workforce is likely to be not only loyal to the organization but also willing to do anything to achieve the organization's goals, including working overtime and becoming the organization's best ambassadors. Furthermore, high levels of job satisfaction minimize the level of employee turnover, as employees who are satisfied with their organizations neither want to leave the organization by themselves nor are easily influenced by competing organizations to join them for simple benefits such as increased pay and improved organizational positions ( Neale, 2016, p. 739).
Improved Productivity
Improved Levels of Employee Retention
Thus, the establishment of a highly engaged workforce helps to improve the level of employee retention in organizations because such employees are not only linked to each other and the organization through bonds of friendship and loyalty, but also share the organization's long-term vision. They are usually an integral part of the organization and have the pressure to make the organization as successful as possible. Therefore, such a team is more likely to work together in challenging times to achieve the best solutions under the circumstances and motivate each other to achieve the highest goals and difficult goals set by the organization (Bhuvanaiah & Raya, 2014, p. 64) ).
Improved Levels of Workplace Innovations
Basically, highly engaged employees hardly ever consider quitting their jobs, even in the toughest of times, because their commitment and loyalty to the organization is not motivated by what the organization does for them in terms of perks and promotions, but what they do for the organization. to achieve his goals and realize his vision. They are often willing to work overtime and spend most of their time conducting extensive research studies that would bring viable and long-term solutions to the major challenges the organization is experiencing. They also use their knowledge to come up with ideas for new products that will satisfy the dynamic needs of customers, develop operating policies that will give their organization a sense of uniqueness and improved efficiency, and propose operational changes that will enable the organization to curb the competition. .
Impact of Employee Disengagement
They are also ready and willing to engage in skills training, including upgrading their education by attending short and long-term career courses to expand their expertise in their areas of specialty. With their rich professional knowledge and work experience, these employees develop business models with which they study market trends and, as a result, arrive at accurate predictions about the future state of the market. With these innovative ideas coming from a highly engaged workforce, organizations can not only record consistent performance but also build a strong reputation in the market.
Reduced Workplace Safety and Deteriorated Health
Basically, an employee who is actively disengaged is less likely to be careful in the workplace to avoid causing accidents that could affect him/her and others. Such an employee may also be unable to control his/her frustrations at the workplace and may redirect them to his/her colleagues by demonstrating negative attitudes towards them, getting into unnecessary fights with them and even engaging in violent behavior such as physical fights. This also compromises overall safety within the organization and reduces workplace safety for all employees.
Increased Cost of Operation
Additionally, actively disengaged employees can use their expertise to cause harm to the organization. Such information can be used to break into an organization's information system and consequently prevent its normal functionality. This means that actively disengaged employees are likely to leave their jobs voluntarily due to increased job pressure, or they may be forced to leave by management due to poor performance or negative attitudes toward the organization.
Tainted Organization’s Reputation
With such a workforce, employee turnover levels must be high especially because employees do not share the organization's vision and are not committed to achieving its long-term goals. A tarnished employment brand makes the organization unattractive to highly talented employees who have the vision to become outstanding and long-term performers in their workplaces. As a result, it is undeniable that employees who leave the organization in bad faith will normally tarnish the organization's employment brand, and therefore reduce the organization's competitiveness in the labor market.
High Employee Turnover Rate
Although they may not go to the extent of posting negative information about the organizations' brands on social media, disengaged employees are unlikely to recommend their company as a great place to work or as having the best products on the market to their friends and family members. In essence, disengaged employees usually work to fulfill their personal desires instead of helping the organization achieve its ultimate goals and realize its vision. As a result, disengaged employees are more likely to experience criticism from management, especially when they demonstrate a lack of commitment to the organization's vision.
Summary
The top management of the ministry recruits its employees and supervises the implementation of the policies that apply to them. First, the chapter advocated that engaged employees are normally committed to achieving the organization's vision and goals. So they not only work harder but also smarter to ensure the success of the organization.
Research Questions Derived from the Review of the Literature
Other benefits of creating an engaged workforce, as described in this chapter, include improved levels of job satisfaction, improved productivity, high employee retention rates, and improved levels of workplace innovation. Essentially, disengagement translates into high levels of lost productivity, high turnover rates, and increased rates of time wastage, all of which have significant financial implications for the organization. Which strategies can be used to determine the level of commitment of employees at the Ministry of Education and to assess its overall impact on the Ministry's operations.
RESEARCH METHODOLOGY
- Introduction/Research Methodology/Paradigm
- Research Design
- Population and Sample
- Population
- Sample and Sampling Method
- Research Instruments
- Unstructured Interview
- Structured Questionnaire
- Procedures for Data Collection
- Limitations of the Study
- Validity and Reliability
- External Validity
- Internal Validity
- Reliability of the Study
- Research Planning / Time-table
- Research Planning / Consistency Matrix
These respondents were selected from different stakeholders in the Ministry of Education, including its top leadership and teaching profession. The researcher sent official communication to all participants in the interviews before the schedules of the interview sessions. Weak leadership systems in the Ministry of Education made it difficult to achieve high levels of employee engagement.
RESULTS
Data Analysis and Interpretation
- Levels of Employee Engagement in the Ministry of Education
- Key Aspects of Employee Engagement in the Ministry of Education
- Factors That Boost Employee Engagement in the Ministry of Education
- The Significance of Building a Highly Engaged Workforce in the Ministry of Education
- Challenges of Building an Engaged Workforce in the Ministry of Education
Professional growth is equally important for building an engaged workforce in the Ministry of Education. Recognition is another motivating factor, which was found to be effective in increasing the commitment of employees in the Ministry of Education. The institutional policies and organizational values that guide the Ministry of Education determine the levels of employee engagement in it.
DISCUSSION
Thus, it is clearly believed that it has become a major risk factor contributing to the number of job changes in the ministry. One of the main limitations of this study is the under-representation of key players/stakeholders of the Ministry of Education in the study. A key recommendation is that in order to increase employee involvement with the Department of Education, they should be given or given discretionary powers to make decisions at their level of authority.
CONCLUSION
Policy Recommendation
The manuscript under consideration investigates employee engagement in the Ministry of Education based on primary data and a review of previous empirical studies. The best way to achieve this goal is to hold regular meetings in all the offices of the Ministry of Education. The Department of Education and the federal government should set their own short-term and long-term goals to achieve the goal of high employee engagement.
Recommendations for Future Studies
Do compensations and benefits contribute significantly to promoting employee engagement within the Ministry of Education? Do you believe that working conditions under which employees of the Ministry of Education work affect the levels of employee engagement. What factors do you think drive employee engagement within the Ministry of Education workforce.
Cover Letter
Actual Research Instruments
Unstructured Interview Form
Use your experience to summarize the trend over the past few years. After your experience at the Department of Education, do you believe that the relationships between employees and their direct supervisors, and employees and their colleagues influence the level of employee engagement? Do you think employee engagement is an effective strategy to reduce employee turnover?
